Here's how you can provide constructive feedback to your subordinates without demotivating them.

When giving feedback to a team member about their project management skills, I started by acknowledging their dedication and the aspects of the project they handled well. This positive beginning made them more receptive to the subsequent constructive points. Starting with positive feedback sets a collaborative tone and shows appreciation for the subordinate’s efforts, making them more open to improvement suggestions.

Be specific and focus on the behavior, not the person. Use a positive tone and highlight what they did well before addressing areas for improvement. Offer actionable suggestions and express confidence in their ability to improve.

During a performance review, I pointed out specific instances where an employee could improve, such as noting that their meeting agendas were often too vague. I suggested including more detailed points and objectives. The specificity helped them understand exactly what needed to change. Specific feedback provides clear guidance, making it easier for subordinates to know what to improve and how to do it.

When addressing a team member’s late submissions, I focused on the behavior by saying, “I’ve noticed that the last three reports were submitted late,” rather than criticizing their character. This helped keep the discussion objective and solution-oriented. Focusing on behavior rather than personal attributes prevents defensiveness and keeps the conversation productive.

After giving feedback on a colleague’s time management skills, I offered support by suggesting time management tools and techniques and checking in regularly to offer further assistance. This support helped them improve without feeling isolated. Offering support shows that you are invested in their success and provides them with the resources they need to improve.