Veja como você pode tornar seu feedback construtivo e útil.

Here is how one can make the feedback constructive and helpful. • Be Specific and Clear • Focus on Behavior, Not Personality • Use "I" Statements • Provide Examples • Be Timely • Balance Positives and Negatives • Offer Suggestions for Improvement • Encourage Dialogue • Be Respectful and Empathetic • Ensure Feedback is Actionable • Follow Up on Progress • Tailor Feedback to the Individual

Clarificar que el objetivo del feedback es por ejemplo, facilitar el desarrollo profesional y personal en el aspecto X, no solo corregir errores. Ofrecer ideas específicas sobre cómo el receptor puede mejorar en las áreas mencionadas. Mostrar disposición para ayudar en el proceso de mejora, ya sea ofreciendo recursos o tiempo para discusiones adicionales.

According to me, be Specific, focus on behaviors or actions. For example, instead of saying “Your presentation was unclear,” say “Consider providing more examples in your slides”. Keep balance between Positivity and Improvement: Start with appreciation, then address areas for growth. Use the this Model: Situation: Describe the context. Behavior: Explain the observed behavior. Impact: Share how it affects others or outcomes Empathize: Acknowledge their efforts and challenges. Show understanding and support. Collaborate on Solutions: Discuss actionable steps to improve.

Take time to prepare and reflect on your intentions. Consider the purpose and reason behind giving feedback. Ensure your communication aligns with the message you want to deliver.

A leader doesn’t need to shout or detract employees to achieve results; in fact, this approach has been proven ineffective over time. When feedback focuses solely on specific errors without considering the employee's overall development and future within the company, it often leads to frustration and statements like "I've told them a thousand times, but they never learn." Leaders should take time to step back from emotional reactions and focus rationally on the outcomes needed from each employee and the team as a whole. Structure feedback with data, facts, and clear expectations, showing belief in the employee's potential to improve, which ultimately benefits the entire team.

Embedded, contextual, and creative feedback can be transformative. When facilitating with new collaborators or younger colleagues, I create space to play back the workshop experience together— walking through specific transitions or moments. We might exchange what we noticed or call out specific moments that really worked (or didn't!). We ask "why?" together. I often pull from my improv theater background to make feedback more creative or collaborative. There's a game called "new choice" where you think of a new thing to say or do in a situation. We might pull out a sticky spot and run through alternatives. If there is another day of workshops, we can immediately apply this thinking.

Constructing a logical path for feedback, beginning from the end, showing the poor result, and working backward step by step, decision by decision, with chronological data and facts is crucial. This helps employees gain a deeper understanding of the situation. Instead of telling employees what they should have done, ask questions that encourage them to reflect and find better solutions themselves, fostering a commitment to different actions in the future.

When giving feedback, ensure it is specific and delivered on a continuum. Focus on providing positive feedback daily so that when it’s time to give negative feedback, it doesn’t seem so jarring.

WWW and EBI are my go to feedback tools to start - and keep - things positive: 'Here's What Went Well...' 'Next time it would be Even Better If.....'

Comenzar con elogios genuinos y específicos sobre lo que el receptor ha hecho bien. Presentar las áreas de mejora de manera constructiva y con sugerencias claras sobre cómo mejorar y cómo esto va a potenciar lo que ya hace muy bien.

As a mentor of leaders, I often emphasize that employees are typically intentional to do their best with the resources and knowledge they have. In cases of intentional harm, a change of role or department may be necessary, but such instances are rare. When issues arise from genuine attempts to succeed, leaders should maintain a positive approach to their feedback. Understand why the mistake occurred and suggest alternative methods, encouraging the employee to perform better next time.

Animar al receptor a compartir sus pensamientos y sentimientos sobre los comentarios. Preguntar si hay algo con lo que no está de acuerdo o tiene una opinión diferente. Prestar atención a sus respuestas y mostrar que se valora su perspectiva puede generar un diálogo constructivo y soluciones colaborativas.

Effective leaders prioritize listening before speaking. By asking insightful questions and truly understanding the employee's perspective, leaders can offer feedback that is more likely to be accepted and acted upon. Imposing directives without dialogue often leads to confusion and repeated failures. Stephen Covey's "The 7 Habits of Highly Effective People" highlights the importance of seeking first to understand, then to be understood, which is crucial for effective feedback.

I emphasize the importance of letting the recipient know you're there to support them in their development journey. Offer resources or assistance to help address the areas discussed. Whether it's additional training, mentorship, or simply dedicating time for further conversation, demonstrating your willingness to help can make a significant impact. Supportive feedback aims to build up rather than tear down. By actively offering your support, you foster a collaborative environment where growth and improvement are encouraged, ultimately contributing to the recipient's success and the overall strength of your team.

I've found it very helpful to provide feedback and offer support. This helps employees with the "now what?" after receiving feedback. As leaders, we support employees in their growth and development.

Offering support is fundamental for leaders to grasp the ongoing dynamics within their departments. When employees face doubts or lack of resources needed, it's an opportunity for leaders to assess the efficiency of their processes and the clarity of roles within the team. By ensuring employees know where to seek help, leaders can reduce their dependence and foster a more self-sufficient team.

The most common mistake around feedback is skipping the follow-up. This is the perfect opportunity to support the feedback receiver with additional guidance, show them you care and want to help them improve, and act as an 'accountability buddy' to give them the push they need to continue growing.

Leaders who neglect regular feedback meetings with their team often suffer from low engagement. Consistent team meetings and one-on-one sessions foster a culture of continuous improvement. Frequent feedback helps leaders address issues promptly and keeps the team aligned with their goals.

Para mi, un comentario útil y constructivo se expresa desde una emoción que posibilite: - Conversar antes que imponer - Escuchar además de expresar - Flexibilizar postura según lo que escuchemos, y - Empatizar En mi experiencia la confianza y la alegría, son estas emociones, ya que nos predisponen a conectar con los demás en un estado de tranquilidad personal que desactiva todo estado de alerta y por ende potenciales respuestas reactivas defensivas. Las cuales razonablemente se nos podrían gatillar ante reacciones agresivas de nuestra contraparte. Por esto, los invito a que seamos conscientes de nuestras emociones antes de dar nuestros comentarios, ya que una buena intención puede morir al ser dicha desde una emoción poco asertiva.

The worst feedback comes across with two aspects: 1. Ambiguity Clear feedback is good feedback. Be specific with your comments noting what happened, what the impact was, and what could have been done differently. 2. Judgmental If you want to shut someone down or put them on the defensive, then slip in some judgment. Most of the time this is accidental and unintentional. Be purposeful with your language and remember that the person you are speaking to did not intend to do anything wrong. Be clear. Be specific. And be understanding.

Building a safe environment is crucial for encouraging employees to share ideas and openly discuss their mistakes. Leaders should strive to create a climate where feedback is viewed as a gift and an opportunity for improvement. This atmosphere promotes honest communication and collaborative problem-solving, enhancing overall team performance.

Constructive feedback? It's like being a GPS - guiding people to their destination, not criticizing their driving. Start with clear intentions - you're here to help, not judge. Be specific about what you observed and its impact. Use "I" statements to avoid sounding accusatory. Offer actionable suggestions for improvement. But here's the key: involve them in problem-solving. Ask, "What do you think could work better?" This builds ownership. End with encouragement and express confidence in their ability to improve. Remember, good feedback is a dialogue, not a monologue. It should leave people feeling motivated, not demoralized.