Here's how you can provide constructive feedback without sounding critical.

As a leader, I've learned that giving constructive feedback is not just about pointing out areas for improvement but also about recognizing and appreciating the efforts that have been put in. When I provide feedback, I take care of following parameters:- 1. Acknowledging and appreciating their hard work. 2. Building trust by showing that their contributions are valued. 3. Delivering feedback in a positive and respectful tone.

Para oferecer feedback construtivo sem soar crítico, comece com um elogio genuíno sobre o trabalho ou esforço da pessoa. Seja específico ao apontar o que pode ser melhorado e explique o porquê, utilizando exemplos concretos. Use uma linguagem positiva e evite termos absolutos como "sempre" ou "nunca". Ofereça sugestões práticas para a melhoria e demonstre confiança na capacidade da pessoa de implementar essas mudanças. Finalize com palavras de encorajamento, reforçando seu apoio e disposição para ajudar no processo de desenvolvimento.

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To provide constructive feedback without sounding critical, be specific. Vague comments can lead to confusion and defensiveness. Instead, offer clear examples of areas needing improvement. This clarity helps the recipient understand what aspects of their performance or work product can be enhanced. For instance, instead of saying "your work has been sloppy," say "I've noticed a few errors in your reports, such as incorrect data entries on page 3 and 5, which could be avoided with a final review." Specificity removes ambiguity, making it easier for the recipient to understand and address the feedback constructively.

Providing specific feedback can turn criticism into useful guidance. Instead of pointing out the lack of detail in your report, suggest enhancing it by including more data analysis in section three. This method not just avoids defensiveness but also offers specific instructions on how to enhance. Providing clear direction not only helps set expectations, but also demonstrates your dedication to supporting the development of others. Let's change our attention from what didn't work to how we can improve.

Giving feedback effectively requires emotional intelligence to understand the context and the ability to create psychological safety. The same words can have different impacts depending on the situation and the individuals involved. Here’s my approach: 1. Analyze the Situation: understand the feedback request, its goal, and expectations. 2. Create a Safe Space: ensure a safe environment and explain your feedback intentions. 3. Communicate Respectfully: share your thoughts with care and respect. To my mind, using such feedback tools as sandwich technique is just the way to give your feedback some structure, whereas communicating the intention clearly and adjusting your speech to a particular situation is what makes difference.

When providing feedback, it can be more effective to concentrate on actions instead of character traits. Instead of saying "You're always late," say "I noticed you've been turning in reports late." By focusing on the action instead of the individual, you encourage a more candid and non-confrontational discussion. It assists in creating constructive feedback, enabling growth and improvement. By focusing on particular behaviors, we encourage a supportive atmosphere where all individuals feel appreciated and encouraged to grow.

Imagine you're trying to teach someone to ride a bike. You wouldn't just yell at them when they fall, right? You'd offer guidance and support. That's the idea with constructive feedback. Based on my experience, to give good feedback, you should: Offer Solutions: Don't just say what's wrong – suggest ways to fix it. Focus on Actions: Say "The writing in this report isn't very clear" instead of "You're a bad writer." Use "I" Statements: Instead of "This report is missing stuff," say "I noticed this report is missing a few things." Be Specific: Don't just say "Good job!" Explain why you think it's good. Be Timely: Give feedback right after the task is done so they remember it.

When I offer feedback, my approach is to not only identify areas for improvement but also to guide my team members towards solutions. This involves understanding their problems and offer practical steps to help them improve their skills. I often provide resources such as training opportunities, workshops, or mentoring sessions.

If the objective of giving feedback is growth, it should not be one sided. Understanding other person's point of view will help in finding solutions for the recipient which will be crafted together by the manager and her/his reportee. There is thus, a customized solution where the recipient takes responsibility of the needed changes and the manager is there to guide through that transformation.

Giving feedback can be tricky. You want to help someone improve, but you don't want to come across as a jerk. It's a balancing act, and it's essential to get it right. The key is to focus on the work, not the person. Imagine you're working on a website for a new client. You've built the site, but it's not quite what they envisioned. Instead of just saying "This is wrong," you say, "Hey, I noticed the color scheme doesn't seem to match your brand's style guide. What were you thinking about for this part?" This collaborative approach will help both of you come up with the best solution. Think of it this way: You're a partner in their success, not a judge. And in business, partners communicate and work together, not criticize.

Following up after giving feedback is important. It ensures that improvements are made and any necessary assistance is provided to team members. This ongoing process ensures that the feedback is constructive and the resources offered are utilized effectively.

Think of feedback as a seed you plant. It needs nurturing to sprout. Follow up to see how things are growing. It's like checking in with a client to see how your SaaS product is working for them. You're not just making sure they're happy, you're making sure the tool is delivering results. Example: Let's say you're running a service business, and your team member is struggling with client communication. After giving them feedback, you follow up a week later. You ask them: "How's the new approach to client communication working out? Are there any specific challenges you're facing?" This shows you're paying attention and are there to help them succeed.

Voici quelques conseils pour donner un bon feedback: Étape 1: Est-ce le bon moment? Étape 2: Pratiquez l’écoute active Étape 3: Utilisez le filtre de la rétroaction Étape 4: Distinguer les faits et les opinions Débutez dès maintenant votre entrainement en utilisant ces techniques lors de votre prochaine session de rétroaction et n’hésitez pas à m’écrire pour partager vos résultats!