Here's how you can make your feedback as constructive and helpful as possible.

While giving specific feedback, I would ask myself 1. What is an overarching statement that summarises my feedback? (in this case, 'presentation skills need work') 2. What are the mistakes committed? (e.g. no eye contact) and what are the implications? 3. What are some tips you can do better? (e.g. using certain gestures while saying certain phrases in your speech *again feedback is customised to his speech) 4. How can my feedback be more actionable? (For e.g., if the person has stage fright, I might suggest to him to practice eye contact with someone close to him first, and later, with a small group of friends) Could you customize the feedback to the person's characteristics?

The good old 3S formula always works - Keep it Simple, Keep it Straightforward and Keep it Specific. Don't meander around the point and wonder if the receiver would get upset. Actionable feedbacks are always the best which tell the person what they need to do. Qualitative/generic/high level feedbacks are motherhood statements with seldom any effectiveness. Follow up feedback sessions with update sessions where you indicate any positive change observed. Remember feedback is a journey and not an event.

Providing constructive feedback to young professionals is key to their development. Focus on continuous improvement by addressing minor issues early and setting achievable goals. When giving feedback, be specific and actionable, offering suggestions to strengthen reports and presentations. Create a space for open communication by actively listening and celebrating their successes. Finally, remember to deliver feedback with respect and offer guidance by connecting them with mentors. By following these tips, you can ensure your feedback empowers young professionals to reach their full potential.

As a mentor, you are a role model for your mentee. Hope the below tips help to be a good mentor : 1. Make sure to -Lead by example- and show that you can practice what you preach. 2. Clarity in feedback is very important. 3. Begin on a positive note with genuine praise or appreciation, even if it's for a small achievement of the mentee's efforts, followed by constructive criticism with reference to context. 4. Set deadlines/ fix the next meeting to review the progress 5.Last but not the least, make sure to do this one-to-one- not in public :)

Focusing on specific behaviours rather than personal attributes can help you make your feedback constructive and helpful. 1. You can ensure your feedback is actionable by offering clear examples and suggestions for improvement. 2. You can also emphasize strengths to encourage and motivate, creating a balanced perspective. 3. Open communication is key, so you invite questions and discussions to ensure understanding and provide support. 4. Fostering a positive and respectful environment aims to build trust and encourage continuous growth and development.

Feedback is a powerful tool for professional growth. As a leader, it's important to ensure that feedback is delivered with the intention to support and help employees improve. It's not about criticism, but about identifying areas of improvement and providing guidance for better performance. Remember, every feedback session can be a step towards success if provided with that goal.

Use the sandwich feedback technique to maintain a constructive tone. Start by highlighting a strength, then address an area for improvement, and conclude with another strength. This approach not only softens the impact of critical feedback but also reinforces confidence and motivation, making it more likely for the recipient to take your suggestions on board and strive for improvement

Motivate your team, make them a part in planning and setting up the goals so that they will own all decisions taken in participatory way.

Empathy is essential in feedback delivery. Understand the context behind actions or decisions. Acknowledge effort and intentions, even if outcomes differ. Showing appreciation for their situation makes feedback easier to accept without feeling attacked or demoralized.

Approach feedback with empathy. Understand the recipient’s perspective and challenges they might face. Use phrases like, "I understand this project was challenging," to show that you recognize their efforts. Empathy fosters a supportive environment and makes the recipient more welcoming to your suggestions.

Empathizing opens the door for deeper discussion and to be able to connect better. Empathize and listen to the story behind the decisions or instances to better understand. It is important to acknowledge the intent and the efforts a person makes in certain scenarios and then discuss it out loud with an open mindset to encourage the person to come up with ideas on how to get it better the next time.

Firstly, support the person to establish what they want to achieve. Then go through whatever it is and together see if it is being achieved in each part. Be specific and detailed. Clarify what they really want for themselves and how they want to be. And what they intend. Put this alongside how it went and they will be able to see themselves, the areas which can be improved. Do not have a personal agenda but stay focued on what they want to achieve.

Offer suggestions for improvement: After identifying areas needing work, provide constructive ideas on how I could enhance my responses. For example, "To improve your answer, you could have included statistics/examples to back up that point."

Whenever you write a feedback, make sure to add alternative solutions/suggestions in your thoughts. Add relevant resources (links, articles, screenshots, reports, etc) to your notes and pass them along. This will make your feedback highly constructive and directional.

Instead of just pointing out problems, suggest practical solutions. For example, "Your work could benefit from better organization. Perhaps try using a project management tool or seek advice from a colleague who excels in this area." Providing actionable advice helps the recipient see a clear path to improvement.

Offering solutions in feedback is like giving someone a recipe when they’re trying to cook a complex dish for the first time. Instead of just telling them that the dish doesn’t taste right, you provide step-by-step instructions to help them achieve the desired result. This guidance not only points out where they went wrong but also gives them a clear path to improvement, showing your commitment to their success.

Se foi necessário orientar um colaborador através de um feedback, é razoável pensar que ele talvez precise de um pouco mais de assistência no trabalho em questão. Isso não é demérito. Foi identificada uma falha e acompanhar o desenvolvimento dos liderados ou dos colegas é uma forma empática e muito construtiva de solidificar os aprendizados e evitar que os erros voltem a ocorrer.

Following up on feedback is like tending to a garden after planting seeds. Initial feedback is the planting stage, where you provide the necessary information for growth. The follow-up is like watering and nurturing the plants, ensuring they have the best conditions to thrive. Just as a gardener checks on the plants’ progress and adjusts care as needed, following up on feedback shows that you are invested in the person’s development and are there to support them through their growth process.

Involve the person in their feedback process by asking for a self-assessment. This approach makes the feedback session more interactive and insightful. For example, "How do you feel about your recent project management? I noticed your timelines were mostly met, but there were a few delays. What do you think could help improve this?" This method helps grow a growth mindset, makes your colleague feel seen and supported, and ensures that all necessary issues are addressed. It fosters a collaborative environment where feedback is a two-way conversation, promoting continuous improvement and mutual respect.

En el feedback, el líder del equipo ha de acompañar a su colaborador en la reflexión y evitar dirigir demasiado. No se trata de decir al otro qué hacer o cómo hacerlo, sino de facilitar la reflexión sobre aspectos tales como: - ¿Qué le lleva a pensar lo que piensa, decir lo que dice o hacer lo que hace? - ¿Cómo impacta eso en su entorno? - ¿Para qué es necesario que algo cambio? - ¿Cómo se ve logrando el cambio necesario?, ¿Qué beneficio obtendrá? - ¿Qué necesita para llevar adelante ese cambio? - ¿De qué manera podemos lograrlo? (en plural) - ¿Qué parte de responsabilidad tenemos cada uno en el proceso? - ¿En qué podemos ayudarle? - ¿Con qué recursos (propios y ajenos) puede contar? - ...

My mentor once imparted the wisdom of incorporating a weekly/monthly time slot for feedback, whether it be giving or receiving feedback. Engaging in a few feedback sessions on a regular basis can truly foster a positive environment where both parties feel secure and receptive during these valuable interactions.

All these things mentioned are critical. Being specific, being empathetic, being positive etc. But, for me, the key aspect is still missing. Timely. If one receives feedback a few months from when the "good work" took place, the opportunity is lost. Instant gratification, in this day and age, is key. Positive behavior is built around receiving feedback on things one does well, there and then. Timely is the secret sauce in all this.

Delivering constructive feedback with skill and empathy is crucial for fostering growth and maintaining positive relationship. Use "I" statements to express observations and feelings, avoiding blame. Offer actionable suggestions and show support for the individual's development. Here is an example: Your presentation was engaging and well-organized. One thing that might improve it further is managing the time a bit better. Maybe practicing with a timer could be useful. I'd be happy to help you with that if you’d like.

En un buen feedback es muy relevante lograr que la persona: 1) Haya comprendido los aspectos de mejora y su relevancia para el desempeño y desarrollo profesional. En bueno pedir que recapitule y resuma lo acordado. 2) Sienta el deseo de hacer aquello que hemos (en plural) descubierto como áreas de mejora; 3) Pueda visualizar el impacto positivo y los beneficios para él, el equipo y la organización; 4) Considere que es un reto interesante, que ayudará a su desarrollo competencial. 5) Sepa que hay un plan de acción concreto, un seguimiento y apoyo continuos. 6) Sienta que no es un cuestionamiento de su profesionalidad. Es importante reafirmar y reasegurar a la persona en su puesto, así como evidenciar su contribución a la organización.

Mean it from the heart. The intent plays a crucial role in defining the body language and words. Start with identifying what is good, transition to what can be improved and close on a positive note. While identifying areas of improvement, it is extremely essential to give directions on how they can be improved as well, else it just sounds like criticism. As a Toastmaster, I can vouch for the effectiveness of the sandwich method