What are effective ways to provide feedback during face-to-face conversations?
Feedback is an essential part of project leadership, as it helps you and your team members improve performance, align expectations, and resolve issues. However, giving feedback can also be challenging, especially when you have to do it face-to-face. How can you provide feedback that is constructive, respectful, and effective during face-to-face conversations? Here are some tips to help you.
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Vidhya Sagar KPrincipal (UD), Airframe Technical Specialist/ Skill Leader- Structural Repairs
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Vera Regina MendoncaTop Voice 2024 | Mentora de Carreira | Primeira Liderança | Desenvolvimento Profissional | Transição de Carreira Para…
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Fredrik SchagerLeadership & Performance Development | Consumer Products & Retail | H&M Group | Former Nike
Before you meet with someone to give feedback, make sure you have a clear purpose, a specific example, and a desired outcome. Think about what you want to say, how you want to say it, and what you want to achieve. Avoid vague, general, or personal criticisms, and focus on facts, behaviors, and impacts. Also, consider the timing, location, and context of the feedback, and choose a suitable moment and place to have the conversation.
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Nisha Dudeja
AGM - HR at Triune Energy Services Pvt. Ltd.
Face-to-face conversations offer a unique opportunity for impactful feedback. Here's how to make the most of it: Active Listening: Pay close attention to what's being said, and use non-verbal cues to show you're engaged. Be Specific: Offer concrete examples to make your feedback actionable and clear. Balance Positives and Negatives: Acknowledge strengths as well as areas for improvement. Stay Solution-Oriented: Collaborate on solutions and improvements rather than dwelling on problems. Ask for Input: Encourage a two-way conversation by seeking the other person's perspective and ideas. Effective feedback fosters growth and strengthens relationships.
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Vera Regina Mendonca
Top Voice 2024 | Mentora de Carreira | Primeira Liderança | Desenvolvimento Profissional | Transição de Carreira Para Profissionais 50 + | Analista Comportamental DISC | Inteligência Emocional | Palestras | Treinamentos
Procure colocar-se em uma posição que favoreça o relacionamento entre os envolvidos no processo. Sente-se em frente ou ao lado do seu interlocutor e evite obstáculos , como por exemplo ter uma mesa entre as pessoas, porque pode criar uma sensação de distanciamento. O momento do feedback gera emoções para todos os envolvidos e que precisam ser gerenciadas para favorecer o aprendizado e o desenvolvimento profissional.
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Tyrone Hayles
Digital Transformation Expert | Immersed in Tech Strategy and GRC | Passion for mentoring/coaching individuals in their PM/Tech Journey | PMP | PSM-II | SAFe 6 | CSM | Sec+| ITIL
If it's an official review, it is typically great if your organization has a system and you both know what the measurements are. If there is no system, it is still great to have set measurements and predefined (previously discussed and agreed) measurements. This ensures you are both prepared and have previously pre-scored, considered/reviewed what will be discussed. Additionally, if there is no system in place, can you automate via forms, excel sheets, etc. that can make the process a little more streamlined.
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Juliana Farias
Especialista em Comércio Exterior | Negócios Internacionais | Exportação | Logística Internacional | Gestão do Conhecimento | Co-founder ComuniCare | Presidente Rotary Club de Vitória - Praia do Canto
Try to think how this feedback can help someone to get better and improve his ou her skills. Bring example and share your experience too
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Jitendra Gianchandani
Project Consultant | Project Planning, Project Engineering
1. Stay focused on the problem rather than the person. 2. Remain objective but understanding and empathetic. 3. Offer meaningful and actionable suggestions on how to improve. 4. Give clear examples. 5. Offer support. 6. Point out what they're doing well.
A good way to ease into the feedback conversation is to start with some positive aspects of the person's work or performance. This can help you build rapport, show appreciation, and balance the negative feedback. However, don't use the feedback sandwich technique, where you sandwich a criticism between two compliments, as this can confuse or undermine the message. Instead, be genuine, specific, and relevant with your praise, and link it to the feedback topic.
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Emmanuel Matsaba
Landscape Restoration || Project Management || Climate Change & Sustainable Agriculture || Agroecology || GIS (Geographic Information System) & Remote Sensing || Research & Knowledge Development
Effective feedback during face-to-face conversations is crucial for fostering growth, building relationships, and achieving desired outcomes. Here are some key strategies to consider when providing feedback in person: Choose the Right Time and Place. Focus on Specific Behavior or Actions. Use "I" Statements. Emphasize Positive Reinforcement. Offer Suggestions for Improvement. Encourage Dialogue and Active Listening. Focus on the Future and Collaboration. Maintain a Respectful and Professional Demeanor. End on a Positive Note. Follow Up and Monitor Progress.
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Soraia Santos
LinkedIn Top Voice 2024 | HR Consultant | Business Administrator | LinkedIn Creator | Recruiter | Career and Outplacement Coach | LinkedIn Expert | Speaker | Trainer
Iniciar o feedback com pontos positivos é uma abordagem eficaz e reconfortante. É como começar a conversa com um caloroso abraço, criando um ambiente acolhedor e de apoio. Destacar os pontos fortes e conquistas de alguém permite reconhecer o seu valor e contribuição, fortalecendo a autoestima e a motivação. Isso também demonstra que estamos genuinamente interessados em construir um relacionamento de confiança. Ao focar nas realizações antes de abordar áreas de melhoria, estamos semeando as bases para uma conversa mais construtiva e aberta, onde a pessoa se sentirá encorajada a ouvir e colaborar na busca por soluções e crescimento. Portanto, pense nesses elogios iniciais como a porta de entrada para uma discussão positiva e produtiva.
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Jeff Moser
Senior Cloud Engineer | AWS, Kubernetes, GitOps
In most organizations, getting feedback can feel like a "gotcha" moment, like you're being scolded for reaching into the cookie jar. Nobody likes that kind of treatment. It encourages defensiveness, which means the needed correction may never happen. Before you ever need to give negative feedback, practice "gotcha" moments of catching people doing something right. When people are accustomed to hearing genuine praise, they'll be more open to hear constructive feedback on something that needs correction.
A useful framework for giving feedback is the SBI model, which stands for Situation, Behavior, and Impact. This model helps you structure your feedback in a clear and objective way, and avoid assumptions, judgments, or emotions. First, describe the situation where the behavior occurred, such as a project meeting, a deadline, or a client interaction. Then, describe the behavior that you observed or experienced, such as missing a task, interrupting a colleague, or delivering a presentation. Finally, describe the impact that the behavior had on you, the team, the project, or the client, such as causing delays, confusion, or dissatisfaction.
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Soraia Santos
LinkedIn Top Voice 2024 | HR Consultant | Business Administrator | LinkedIn Creator | Recruiter | Career and Outplacement Coach | LinkedIn Expert | Speaker | Trainer
O modelo SBI é eficaz porque fornece feedback específico e baseado em observações concretas, o que torna mais fácil para a pessoa entender e identificar áreas de melhoria. Sem falar que ele ajuda a minimizar o potencial de interpretações equivocadas, uma vez que se concentra em fatos observáveis. No entanto, é importante empregar o modelo com empatia e consideração, mantendo um tom respeitoso e construtivo durante a conversa de feedback para garantir que o destinatário esteja motivado a se desenvolver e colaborar na busca de soluções.
Giving feedback is not a one-way communication, but a dialogue. Therefore, you need to listen to the person's response, and empathize with their perspective, feelings, and challenges. Ask open-ended questions to understand their point of view, and acknowledge their emotions and reactions. Avoid interrupting, arguing, or blaming, and show respect and curiosity. Listening and empathizing can help you build trust, reduce defensiveness, and find common ground.
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Vera Regina Mendonca
Top Voice 2024 | Mentora de Carreira | Primeira Liderança | Desenvolvimento Profissional | Transição de Carreira Para Profissionais 50 + | Analista Comportamental DISC | Inteligência Emocional | Palestras | Treinamentos
O feedback deve ser visto como uma via de mão dupla onde as partes se desenvolvem. Isso acontece quando a conversa evita que alguém fique em posição de defesa ou queira vencer a discussão impondo seu ponto de vista por exemplo. A proposta do feedback deve sempre ser de estímulo a novas ações, ampliação do desenvolvimento e aceleração de resultados.
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Fredrik Schager
Leadership & Performance Development | Consumer Products & Retail | H&M Group | Former Nike
Define and practice the duration of silence you can comfortably allow during a conversation. A pause as brief as 4-5 seconds after speaking or posing a question can feel lengthy, yet it creates space for the other person to process and respond.
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Soraia Santos
LinkedIn Top Voice 2024 | HR Consultant | Business Administrator | LinkedIn Creator | Recruiter | Career and Outplacement Coach | LinkedIn Expert | Speaker | Trainer
A escuta ativa e a empatia também são um antídoto contra mal-entendidos e resistência defensiva. Ao mostrar que estamos abertos a ouvir e compreender a perspectiva da outra pessoa, estamos construindo uma ponte para a comunicação eficaz. Ninguém gosta de se sentir julgado ou criticado, mas todos apreciam ser ouvidos e compreendidos.
The goal of feedback is not to criticize or punish, but to help the person improve and grow. Therefore, you need to focus on solutions, not problems. After you have explained the situation, behavior, and impact, ask the person what they think they can do differently or better in the future. Help them come up with specific, realistic, and measurable actions or goals that can address the issue and improve the outcome. Offer your support, guidance, and resources, and agree on a follow-up plan to monitor progress and provide further feedback.
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Soraia Santos
LinkedIn Top Voice 2024 | HR Consultant | Business Administrator | LinkedIn Creator | Recruiter | Career and Outplacement Coach | LinkedIn Expert | Speaker | Trainer
Focar nas soluções durante um feedback cara a cara é como oferecer um mapa para ajudar alguém a superar obstáculos. Ao invés de apenas apontar problemas, estamos contribuindo para a construção de um caminho claro em direção ao crescimento e melhoria. Isso demonstra que estamos comprometidos em encontrar respostas e não apenas em identificar falhas, criando um ambiente de colaboração e aprendizado mútuo. Além disso, quando nos concentramos nas soluções, ajudamos a pessoa a se sentir capacitada e motivada, pois ela percebe que não está sozinha na busca por melhorias.
The last impression you leave on the person is as important as the first one. Therefore, you need to end the feedback conversation on a positive note, and reinforce the relationship. Thank the person for their time, openness, and willingness to receive feedback. Express your confidence in their abilities and potential, and remind them of their strengths and achievements. Also, invite them to give you feedback as well, and show your readiness to learn and improve. Ending on a positive note can help you boost the person's motivation, morale, and commitment.
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Dr. Saswata Chatterjee Ph.D.
Project Manager, Innovation & Technology in Medical Education I Medical Instructional Designer I CME E-learning content developer
Nothing works better than a warm closed handshake with a hand tap behind the shoulder before a face-to-face conversation. It eases the tension, and the employee becomes relaxed and feels connected. It's important to start the conversation with his/her achievements and how they impacted the organizational goal. After that, it'd be great if the employee is asked to share his views on his/her achievements and anywhere he/she feels the intervention of the management level to maximize the effort. The more the employee shares his/her inner thoughts, the conversation will be more effective. As it rights mentioned, the objective is to find a solution and work on it.
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Vidhya Sagar K
Principal (UD), Airframe Technical Specialist/ Skill Leader- Structural Repairs
Feedback is one of essential elements in anyone's growth. Points to consider while giving feedback: 1. Set the CONTEXT 2. State your OBSERVATIONS. 3. Explain the consequences and RESULTS. 4. Set the EXPECTATIONS. In nutshell use method called CORE for giving feedback. While receiving feedback: 1. Acknowledge the feedback without judgemental. 2. Validate the feedback through introspection and then only accept. 3. Focus on how to close the gaps. 4. Measure your progress by taking feedback with the same stakeholder after some time.
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Deepak Manoharan
Senior Manager of Operations & Logistics at Molekule Consulting LLC
Providing effective feedback during face-to-face conversations involves a balanced approach. Start with a positive note, affirming the individual's strengths, then address areas for improvement with specific examples and clear, constructive suggestions. Engage in active listening, encourage dialogue by asking open-ended questions, and show empathy to understand their perspective. Tailor your feedback to align with project goals and the individual's professional development. Conclude by setting actionable steps and offering support for growth, reinforcing the message that feedback is part of their success within the team.
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