Voici comment vous pouvez donner efficacement du feedback à vos collègues sans commettre d’erreurs courantes.

Effectively providing feedback to colleagues, timing is crucial to its impact and reception. Choose moments when both you and the recipient are in a conducive environment, free from distractions and with ample time for discussion. Offer feedback promptly after the observed behavior, ensuring it's fresh in everyone's minds but also allowing for a cooling-off period if emotions are running high. Prioritize privacy to maintain confidentiality and prevent embarrassment. Frame feedback constructively, focusing on specific behaviors and their impact, rather than making personal attacks or generalizations. Lastly, be open to dialogue, actively listening to their perspective and collaborating on solutions.

One of the worst things is to receive feedback long after the situation has taken place. Feedback also is tough to receive when the situation didn't go as planned and emotions are high. Finding the right timing to deliver feedback is as crucial as the actual feedback itself.

Specific feedback is essential for development and progress. It gives clear guidance on how to make the required adjustments in addition to assisting the recipient in understanding the areas that require attention. Giving detailed feedback increases the impact and usefulness of our comments by demonstrating that we have taken the time to watch and analyze.

The more specific your feedback can be - speaking to the situation, the task, the action and the result - can allow for the feedback to be received not only well, but where growth and learning can take place as well. The specificity of feedback allows you to show the person the expected behavior or process, how their methods differed from expectations, what you expect moving forward and then allow for them to speak to what happened, what kept them from doing the specific action to expectation, and how you can help them going forward.

helps you to eliminate toxic ideas and focus to the core of the issue. I like this techniques. In learned this attitude during NLP training. It is very unique. When you practice it regularly it became natural for the solving the problems, it becames simple.

I'm not a fan of the sandwich approach. It's calculated and 99% of people will know it's coming. The positive feedback should be so persistently present that when things don't go accordingly, the specifics of what went wrong can be discussed. What I WILL say about adding positivity is on the back end. "I know you have a proven track record in this area and I've always appreciated your attention to detail. Was something else going on that took your eye off the ball or that kept you from operating to the level I know you normally do?" Often times, you'll learn much more about the person than just delivering a sandwich model to try and soften the blow.

When you can set up the structure of the discussion so you can create an environment when the person receiving the feedback can share openly their experience, or their mishap and what took place, you begin to understand how self aware they are. Usually, if you are leading them well, they will know exactly what happened, how they could have done better and be able to speak openly as to why they couldn't execute according to plan. Listening without trying to correct or rebuke will create trust and continue to establish rapport.

according my experience and study this is definitely crucial competence in business and personal life as well. I learned this deeply this competence during my studies the COACHING at Coaches Training Institute and also Oxford Brookes Universite. Active listening brings you into the core of the topic and give you possibility of deep understanding the matter. It is helping you in th analysis, evaluation, decision making and even more. Active listening give also the feedback to your colleagues and team that you are highly professional and trusted member of the community.

In my experience the "Follow up" is one of the core competences of the manager and the leader to demonstrate your strong contribution to the business, I know that this competence is crucial in doing business to keep team going well ahead. I was developing this skill many years to be more effective what was finally honoured with the success of my team. It was strongly demonstrate in the period of business crises when I was honoured by Beckman Coulter Company as a The best of the best" 50 world managers in the world corporation. It was in 2009. Thanks to my team.