Giving feedback: Difference between revisions
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It is not about how the person is, but how it does make us feel and how affects the company | |||
* Feedback must be a team culture | |||
* Structure your feedback: strengths, improvement areas, strengths | |||
* Talk about real facts, determinated actions, instead on judgements and reproaches. | |||
* Do not use adverbs that imply objective judgement, such always, never, late, etc | |||
* Talk slowly and with a normal tone | |||
* Comment the current situation, define an action and propose an expected result | |||
* We have to present them facts and ask why is that happening | |||
* Avoid discussions that get nowhere | |||
* Ensure all treated points are clear | |||
* Comment agreed conclusions at the end of the session | |||
* How do you like to receive feedback? | |||
* Radical candor: direct feedback | |||
[[Category:Leadership]] | |||
Latest revision as of 21:42, 20 October 2025
It is not about how the person is, but how it does make us feel and how affects the company
- Feedback must be a team culture
- Structure your feedback: strengths, improvement areas, strengths
- Talk about real facts, determinated actions, instead on judgements and reproaches.
- Do not use adverbs that imply objective judgement, such always, never, late, etc
- Talk slowly and with a normal tone
- Comment the current situation, define an action and propose an expected result
- We have to present them facts and ask why is that happening
- Avoid discussions that get nowhere
- Ensure all treated points are clear
- Comment agreed conclusions at the end of the session
- How do you like to receive feedback?
- Radical candor: direct feedback