Giving Constructive Feedback Effectively

"Feedback is a gift. It's an opportunity to learn and grow" At Google, we believe in the power of feedback to drive improvement. Sometimes feedback can be tough to hear. But taking the time to unpack it, understand the perspective, and reflect on it is crucial. Why feedback matters: - It reveals blind spots we cannot see ourselves - It accelerates learning by shortcutting trial and error - It demonstrates that others are invested in your success - It creates alignment between perception and reality How to receive feedback effectively: 1. Approach with curiosity, not defensiveness When receiving feedback, your first reaction might be to justify or explain. Instead, listen deeply and ask clarifying questions: "Can you give me a specific example?" or "What would success look like to you?" 2. Separate intention from impact Remember that well-intentioned actions can still have unintended consequences. Focus on understanding the impact rather than defending your intentions. 3. Look for patterns across multiple sources Individual feedback may reflect personal preferences, but patterns across multiple sources often reveal genuine opportunities for growth. 4. Prioritize actionable insights Not all feedback requires action. Evaluate which points will have the greatest impact on your effectiveness and focus your energy there. 5. Follow up and close the loop Demonstrate your commitment by acknowledging the feedback, sharing your action plan, and following up on your progress. Creating a feedback-rich environment: - Model vulnerability by asking for feedback yourself - Recognize and celebrate when people implement feedback successfully - Make it routine through structured check-ins rather than waiting for formal reviews At Google, we've learned that organizations with robust feedback cultures innovate faster, adapt more quickly to market changes, and build more inclusive workplaces. Let's commit to seeing feedback not as criticism but as a valuable investment in our collective future. The discomfort is temporary, but the growth is lasting. #motivation #productivity #mindset

At Radical Candor, I often hear the question, "How do I know if my feedback is landing?" The answer is simple but not always easy: Radical Candor is measured not at your mouth, but at the listener’s ear. It’s not about what you said, it’s about how the other person heard it and whether it led to meaningful dialogue and growth. Before you start giving feedback, remember the Radical Candor order of operations: get feedback before you give it. The best way to understand how another person thinks is to ask them directly and reward their candor. Next, give praise that is specific and sincere. This helps remind you what you appreciate about your colleagues, so when you do offer criticism, you can do it in the spirit of being helpful to someone you care about. When giving feedback, start in a neutral place. Don't begin at the outer edge of Challenge Directly, as this might come across as Obnoxious Aggression. Just make sure you're above the line on Care Personally and clear about what you're saying. Pay attention to how the other person responds - are they receptive, defensive, sad, or angry? Their reaction will guide your next steps. If someone becomes sad or angry, this is your cue to move up on the Care Personally dimension. Don't back off your challenge - that leads to Ruinous Empathy. Instead, acknowledge the emotion you're noticing: 'It seems like I've upset you.' Remember that emotions are natural and inevitable at work. Sometimes just giving voice to them helps both people cope better. If someone isn't hearing your feedback or brushing it off, you'll need to move further out on Challenge Directly. This can feel uncomfortable, but remember - clear is kind. You might say, 'I want to make sure I'm being as clear as possible' or 'I don't feel like I'm being clear.' Use 'I' statements and come prepared with specific examples. Most importantly, don't get discouraged if feedback conversations sometimes go sideways. We tend to remember the one time feedback went wrong and forget the nine times it helped someone improve and strengthened our relationship. Focus on optimizing for those nine successes rather than avoiding the one potential difficult conversation. Creating a culture of feedback takes time and practice. Each conversation is an opportunity to get better at both giving and receiving feedback. When you get it right, feedback becomes a powerful tool for building stronger relationships and achieving better results together. What’s one small adjustment you’ve made to give or receive better feedback? I’d love to hear your thoughts!

Leaders who avoid hard feedback aren’t protecting their people, they are setting them up to fail. Feedback is one of the most powerful tools we have in leadership but it’s also one of the most misused. Because leaders confuse compassion with avoidance, softening the truth until it loses all usefulness, or withholding it altogether under the guise of kindness. Compassionate feedback is about caring enough to be honest, in a way that allows other people to hear it. At APS Intelligence, we use a framework for compassionate feedback, designed to ensure that even difficult messages are delivered with clarity and respect: 1. Frame the feedback - Start by recognising effort and value to create psychological safety and remind people their work is seen and appreciated. 2. Ask permission - Feedback lands better when people feel like they have agency. Asking “Can I talk to you about something I’ve noticed?” is, as Dr. Shelby Hill says, a gentle knock on the door of someone’s psyche instead of barging in. 3. Be precise and objective - Describe what you’ve observed, not your interpretation of it. Feedback should focus on behaviour, not character. 4. Explain the impact - Share how the behaviour affects others or the work. Clarity about consequences builds accountability without blame. 5. Stay curious and open - Avoid assumptions. Ask questions that invite dialogue and understanding, not defence. 6. Collaborate on next steps - Offer support, not ultimatums. Feedback should be a shared problem to solve instead of a burden to bear. 7. End with perspective - Reaffirm their strengths and remind them that one issue does not define their value. Compassionate feedback allows honesty and humanity to coexist. It ensures that when people walk away, they feel respected, even if the message was hard to hear. This is a framework we use often at APS Intelligence. You can book a tailored workshop for your people managers or leadership cohorts to explore this further.

How To Be Candid At Work (and do it without sounding like a jerk) 1/ Start with intent, not impact → Ask: am I saying this to help or to win? → Candor isn’t an excuse to be careless. → Motive shapes tone more than words. 2/ Lead with curiosity → “Can I share an observation?” opens doors. → “You’re wrong” slams them shut. → Curiosity keeps people receptive. 3/ Be specific, not vague → Vague feedback creates confusion. → Specifics create clarity fast. → Precision turns conflict into progress. 4/ Name the emotion, not the person → “You seem frustrated” is neutral. → “You’re defensive” feels like an attack. → Describe what you notice, not who they are. 5/ Use the iceberg rule → Behavior is just the tip. → Pressure and fear sit underneath. → Respond to what’s driving the moment. 6/ Normalize feedback loops → Candid cultures talk daily. → Small check-ins beat big “feedback events.” → Frequency builds safety. 7/ Praise publicly, coach privately → Public praise builds confidence. → Private candor builds trust. → Care first, then be direct. Candor isn’t cold. It’s clear, caring, and consistent. Save this for your next tough conversation. ♻️ Repost and follow Justin Bateh, PhD for more.

Leading change isn't just about having a compelling vision or a well-crafted strategy. Through my years as a transformation leader, I've discovered that the most challenging aspect lies in understanding and addressing the human elements that often go unnoticed. The fundamental mistake many leaders make is assuming people resist change itself. People don't resist change - they resist loss. Research shows that the pain of losing something is twice as powerful as the pleasure of gaining something new. This insight completely transforms how we should approach change management. When implementing change, we must recognize five core types of loss that drive resistance. * First, there's the loss of safety and security - our basic need for predictability and stability. * Second, we face the potential loss of freedom and autonomy - our ability to control our circumstances.  * Third, there's the fear of losing status and recognition - particularly relevant in organizational hierarchies.  * Fourth, we confront the possible loss of belonging and connection - our vital social bonds. * Finally, there's the concern about fairness and justice - our fundamental need for equitable treatment. What makes these losses particularly challenging is their connection to identity.  When change threatens these aspects of our work life, it doesn't just challenge our routines and who we think we are. This is why seemingly simple changes can trigger such profound resistance. As leaders, our role must evolve. We need to be both champions of change and anchors of stability.  Research shows that people are four times more likely to accept change when they clearly understand what will remain constant. This insight should fundamentally shift our approach to change communication. The path forward requires a more nuanced approach. We must acknowledge losses openly, create space for processing transition and highlight what remains stable. Most importantly, we need to help our teams maintain their sense of identity while embracing new possibilities. In my experience, the most successful transformations occur when leaders understand these hidden dynamics. We must also honour the present and past. This means creating an environment where both loss and possibility can coexist. The key is to approach resistance with curiosity rather than frustration. When we encounter pushback, it's often signaling important concerns that need addressing. By listening to this wisdom and addressing the underlying losses, we can build stronger foundations for change. These insights become even more crucial as we navigate an increasingly dynamic business environment. The future belongs to leaders who can balance the drive for transformation with the human need for stability and meaning. True transformation isn't just about changing what we do - it's about evolving who we are while honouring who we've been. #leadership #leadwithrajeev

How you receive feedback Determines how successful you become (in career and life). 4 proven tips to help you gracefully accept the gift of feedback: 1/ Listen actively Why: By approaching feedback with curiosity, you show a willingness to listen to understand (vs. to respond) the other person's perspective. How: Maintain eye contact, nod to acknowledge understanding, and wait until the person has finished speaking before responding. Remember, listening doesn't mean you agree with everything. "Thank you for sharing your thoughts on my presentation. I'm curious to learn more. Can you elaborate on the areas you think need improvement and what advice you have on how I can approach these differently?" 2/ Seek diverse perspectives Why: Asking for feedback from different people gives you a clearer picture of what you’re doing well and where you can improve. Plus, it helps you spot patterns in how others see your work. How: After receiving feedback on risk management from one person, reach out to others for additional perspective. "I'm looking to improve the quality of my risk management and reporting within my program. Do you have any advice for me in this area? Your input will help me de-risk execution and provide more accurate representation to stakeholders." 3/ Take time to process and reflect Why: Feedback can sting at first contact. Taking time to process it helps you manage your emotional response and consider it objectively. You can then identify key takeaways and develop a plan for implementing changes. How: "I appreciate your feedback on my communication style. I want to take some time to reflect on your suggestions and consider how to incorporate them into my interactions with the team. Can we schedule a follow-up meeting to discuss my action plan next week?" 4/ Express gratitude and close the loop Why: Expressing gratitude shows that you value the person's time and effort in providing feedback. Following up proves you’re serious about improving. How: "Thank you for sharing your feedback on my project estimations. Your input on factoring dependency review timelines has given me valuable perspective. Attached is the revised proposal based on your suggestions. I welcome any additional feedback you may have." PS: Feedback is not all-or-nothing. Even if you don't agree with everything, there's usually something valuable to take away. PPS: How gracefully you handle feedback directly correlates with whether others will give it to you (again). Image Credit: Roberto Ferraro

CEOs ask: “How do I get my team to take feedback well?” My answer: ”Don’t start by giving feedback. Start by taking it.” Here’s a story of how we built our Feedback culture… Most new employees at 321 Education went through an induction in their first few weeks. As CEO, I would often conduct the 1st week. At the end of each day we would take a survey: → Were they satisfied with the sessions ? → What was working ? → What was not ? → Any suggestions ? Standard stuff. But what was different was what happened next morning. I would start the day by sharing the feedback we got: → I would share the aggregate data and my views on it. If it was not great I would share my plans to improve the next day’s score. → I would then highlight everything they said was working & our plans to double down on this. → Finally I shared everything they said was not working & their suggestions. I broke them in 2 lists: Suggestions we will apply and those we won’t. For both lists I gave reasons why. This process would go on every day for the entire induction. At the end of this period 3 things happened: 1) Our new employees saw that, for us, feedback was not just talk. It was deeply embedded in our ways of working. 2) Everyday they saw examples of how to take feedback well. From the CEO to every person they encountered was open to feedback & took it positively 3) They also saw that feedback was not an appeasement activity. We wouldn’t just do something because they suggested it. We had clear objectives & suggestions which helped in their attainment were adopted & rest were not. For both clear reasons were given. Note, till now, very little feedback had been given from us to them. Most of it was from them to us. Then when we gave them feedback they were a lot more open to it. Also they had examples they could emulate of how to take it well. Soon, taking & giving feedback well became a part of how they operated. This is how the culture of feedback at the organisation was sustained even as we grew rapidly. No big intervention was required for this. Just atomic actions done regularly. #Culture #Feedback #Management ——————————————— What’s your favorite way to build a feedback culture in a team?

Your response to feedback reveals more about your leadership potential than your actual performance. After coaching hundreds of executives through difficult feedback conversations, I've learned that how you receive feedback determines how much you'll receive in the future. The feedback death spiral looks like this: 1) Someone gives you honest input 2) You get defensive or make excuses 3) They decide you're not coachable 4) They stop investing in your development 5) You stop growing What high-potential leaders do differently when receiving feedback: ✅ Stay Curious, Not Defensive Replace: "That's not what I meant" With: "Help me understand what you observed" ✅ Ask Clarifying Questions "Can you give me a specific example?" "What would you recommend I do differently?" "How did that impact you/the team?" ✅ Summarize and Confirm "What I'm hearing is..." "Let me make sure I understand..." "The key takeaway for me is..." ✅ Express Genuine Gratitude • Thank them for their courage to speak up • Even if the delivery wasn't perfect • Even if you disagree with the content Treat feedback like market research about your leadership brand. The person giving it is your customer, telling you about their experience with your "product." You don't have to agree with all feedback, but you should always understand it. The best leaders I coach actively seek feedback because they know their careers depend on what they can't see about themselves. Coaching can help; let's chat. | Follow Joshua Miller #executivecoaching #feedback #leadership #careeradvice #business

Corporate Soul Stories Chapter 16: The Art of Giving Creative & Constructive #Feedback – Growing Without Tearing Down Claire was a rising leader—sharp, driven, and always pushing her team to be better. But if she was honest, there was one part of leadership she dreaded: Giving feedback. She had seen it go wrong too many times. 🚨 The Sugarcoated Trap: Feedback so vague and polite that it did nothing to help. 🚨 The Bulldozer Approach: Brutal, demoralizing, and crushing instead of coaching. 🚨 The Avoidance Game: No feedback at all—just silent resentment until it was too late. But the best leaders? They knew the secret: Feedback isn’t about criticism. It’s about growth. The Garden Analogy: How Great Feedback Works One day, Claire’s mentor, a veteran executive named Mark, gave her a new way to look at feedback. "Think of your team like a garden," he said. "Some plants need sunlight—encouragement, praise, recognition." "Some need pruning—corrections, adjustments, realignment." "Some need deeper roots—mentorship, challenges, new skills." "Your job? To help them grow—not to rip them out of the soil." That was Claire’s turning point. The 3 Rules of Game-Changing Feedback ✅ 1. Focus on Growth, Not Judgment Instead of “This was wrong,” she started saying “Here’s how we can make this even better.” It wasn’t about pointing fingers. It was about pointing forward. ✅ 2. Make It Specific and Actionable Instead of “You need to improve your presentations,” she said “Let’s work on making your key points clearer in the first two minutes.” No one can fix vague feedback. Clarity creates progress. ✅ 3. Balance Praise with Challenge She learned to celebrate strengths while addressing areas to improve. People need to hear what they’re doing right so they have the confidence to tackle what’s wrong. The Transformation: When Feedback Becomes a Superpower Claire’s team changed. 🚀 People stopped fearing feedback and started asking for it. 🚀 Mistakes became less about failure and more about learning. 🚀 Productivity soared—because when people know how to improve, they actually do. And here’s the kicker—Claire grew too. Because the best leaders don’t just give feedback. They invite it. They ask, “What can I do better as your leader?”—and they listen. Final Thought: Feedback Isn’t a Weapon. It’s a Gift. The difference between a boss and a leader? A boss tells you what you did wrong. A leader shows you how to do it right. Ask Yourself Today: "Am I helping people grow—or just pointing out what’s broken?" "Do I avoid feedback because it’s hard, or embrace it because it’s necessary?" Because the best teams thrive on feedback. Not fear. To be continued… 🚀 DC*

𝗛𝗼𝘄 𝗜 𝗴𝗶𝘃𝗲 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝘄𝗶𝘁𝗵𝗼𝘂𝘁 𝗰𝗿𝘂𝘀𝗵𝗶𝗻𝗴 𝗰𝗼𝗻𝗳𝗶𝗱𝗲𝗻𝗰𝗲 𝘁𝗼 𝗺𝘆 𝗧𝗲𝗮𝗺? There was a phase where I thought “good feedback” means being direct. So I was direct. And slowly, I started noticing something painful. People were doing the work. But they were shrinking.  • They stopped sharing drafts early.  • Stopped asking questions.  • Stopped taking bold ownership. Not because they were weak. Because feedback started feeling like a verdict, not guidance. That’s when I learned something as a founder and as a leader: 𝗠𝗼𝘀𝘁 𝗽𝗲𝗼𝗽𝗹𝗲 𝗱𝗼𝗻’𝘁 𝗳𝗲𝗮𝗿 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸. 𝗧𝗵𝗲𝘆 𝗳𝗲𝗮𝗿 𝘀𝗵𝗮𝗺𝗲. So I changed how I speak. Here’s the structure I use now: 1. Name the intention first “I’m saying this because I want you to grow here.” 2. Talk about the behavior, not the personality Not “you’re careless”, But “these details were missed.” 3. Make the impact clear “This affects trust, timelines, and how the team relies on you.” 4. Ask for context before judgment “What made this hard?” Honestly, Sometimes it’s overload. Sometimes it’s unclear expectations. 5. Set the next standard in a simple, repeatable way “Next time, use this 2 minute checklist. And share the draft earlier.” 6. End with belief “I’m telling you this because I trust you can handle it.” 𝗜𝗳 𝘁𝗵𝗲 𝗽𝗲𝗿𝘀𝗼𝗻 𝗹𝗲𝗮𝘃𝗲𝘀 𝘁𝗵𝗲 𝗰𝗼𝗻𝘃𝗲𝗿𝘀𝗮𝘁𝗶𝗼𝗻 𝗳𝗲𝗲𝗹𝗶𝗻𝗴 𝘀𝗺𝗮𝗹𝗹𝗲𝗿, 𝗜 𝗹𝗲𝗱 𝗶𝘁 𝘄𝗿𝗼𝗻𝗴. Feedback is not a punishment. It’s a leadership tool to build people who stay confident while getting better. #Leadership #TeamCulture #Management #Founders #PeopleFirst