Feedback Moderation Guidelines

Great feedback doesn’t hurt people. Bad feedback does. Most managers think feedback fails because people are “too sensitive.” That’s not the problem. Feedback fails when it’s vague. When it’s delayed. When it feels personal instead of purposeful. Done wrong, feedback creates fear, defensiveness, and disengagement. Done right, it creates trust, clarity, and growth. Here are 7 rules for giving great feedback that actually help people improve instead of shutting down: 1/ Be specific, not vague General criticism confuses. Clear examples guide change. Talk about observable actions, not personality or assumptions. 2/ Give feedback promptly Late feedback loses meaning. Address issues while the context is still fresh and useful. 3/ Balance strengths and gaps People hear improvement better when they feel seen first. Acknowledge what’s working before addressing what needs adjustment. 4/ Focus on impact People don’t change their behavior until they understand the consequences. Connect actions to outcomes that matter to the team and goals. 5/ Stay curious, not judgmental Questions build dialogue. Accusations create resistance. Seek understanding before offering solutions. 6/ Be direct, yet respectful Clarity without respect feels like an attack. Respect without clarity feels dishonest. You need both. 7/ End with next steps Feedback without direction leaves people stuck. Agree on actions, ownership, and follow-up. Feedback isn’t about proving you’re right. It’s about helping someone get better. Great leaders don’t avoid hard conversations. They handle them well. Give feedback that builds people. Not fear. What’s one feedback rule more leaders need to practice consistently?

Feedback – often seen as a necessary evil, sometimes more evil than necessary. Laden with potential pitfalls, it can create anxiety, damage relationships, and even leave seasoned managers with a pit in their stomach. 𝐈'𝐯𝐞 𝐰𝐢𝐭𝐧𝐞𝐬𝐬𝐞𝐝 𝐭𝐡𝐞 𝐟𝐮𝐥𝐥 𝐬𝐩𝐞𝐜𝐭𝐫𝐮𝐦 𝐨𝐟 𝐟𝐞𝐞𝐝𝐛𝐚𝐜𝐤 𝐬𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐞𝐬— 💥 The "sandwich" that layers the good and the bad, leaving a mixed taste. 💥 "Three glows and a grow," which often becomes a forgettable pat on the back. 💥 The too gentle touch that fails to make an impact, and the harsh word that wounds instead of healing. 𝐍𝐨𝐰, 𝐥𝐚𝐲𝐞𝐫 𝐮𝐩𝐨𝐧 𝐭𝐡𝐢𝐬 𝐭𝐡𝐞 𝐝𝐞𝐥𝐢𝐜𝐚𝐭𝐞 𝐯𝐚𝐫𝐢𝐚𝐧𝐜𝐞𝐬 𝐢𝐧 𝐜𝐮𝐥𝐭𝐮𝐫𝐚𝐥 𝐜𝐨𝐧𝐭𝐞𝐱𝐭𝐬- 🇺🇸 The U.S. values directness, where clear, straightforward communication is the norm. 🇨🇳 Eastern cultures, in pursuit of harmony, often wrap feedback in layers of subtlety. 🇩🇪 High-context societies communicate volumes in silence, whereas low-context cultures expect the unsaid to be plainly spoken. 🇲🇽 And the dance of hierarchy in feedback varies globally—from strictly top-down to a more democratic, all-voices-heard approach... Effective feedback is not about choosing from a menu but understanding the diner. Knowledge of cultural sensitivities and best practices can turn feedback from a feared interaction into a #leadership #superpower. 𝐒𝐨 𝐡𝐞𝐫𝐞 𝐚𝐫𝐞 𝐦𝐲 𝐟𝐚𝐯𝐨𝐫𝐢𝐭𝐞 𝐠𝐮𝐢𝐝𝐞𝐥𝐢𝐧𝐞𝐬 𝐟𝐨𝐫 𝐞𝐟𝐟𝐞𝐜𝐭𝐢𝐯𝐞 𝐟𝐞𝐞𝐝𝐛𝐚𝐜𝐤: ✴️ Private, Respectful, Empathetic: Protect dignity at all costs. Be considerate of cultural nuances that might otherwise lead to miscommunication. ✴️ Clear and Specific: Vague comments like "polish the report" serve no one. Be precise to be powerful. ✴️ Timely: Feedback should be fresh, not a stale recap of past performances. ✴️ Balanced: Recognize the good as readily as you suggest improvements. And my TOP FAVORITE: ✴️ Future-Focused: Turn #feedback into #feedforward —pivot the conversation to next steps, future-oriented solutions and continued success: 🌟 "In future projects, try to actively seek input from your colleagues during the planning phase to enhance team collaboration." 🌟 Leaders, it's time to ask: How is your feedback nurturing your team's development? Our leadership development program empowers leaders with practical and real human-centric and culturally attuned leadership skills for today’s diverse workforce. Let's talk: https://lnkd.in/d-DkRnaP #leadershipdevelopment #latinaleader #sisepuede #alwayslearning #leadershipcoaching #feedback #superpower #inclusiveleadership #respect #itstime

Excellent tips here illustrating how a subtle change in tone can have a massive influence upon how your message is received. 1) Acknowledge Delays with Gratitude "Sorry for the late reply…" "Thank you for your patience." 2) Respond Thoughtfully, Not Reactively "This is wrong." "I see your point. Have you considered [trying alternative]?" "Thank you for sharing this—I appreciate your insights." 3) Use Subject Lines That Get to the Point "Update" "Project X: Status Update & Next Steps" 4) Set the Tone with Your First Line "Hey, quick question…" "Hi [Name], I appreciate you. I wanted to ask about…" 5) Show Appreciation, Not Acknowledgment "Noted." "Thank you for sharing this—I appreciate your insights." 6) Frame Feedback Positively "This isn’t good enough." "This is a great start. Let’s refine [specific area] further." 7) Lead with Confidence "Maybe you could take a look…" "We need [specific task] completed by [specific date]." 8) Clarify Priorities Instead of Overloading "We need to do this ASAP!" "Let’s prioritize [specific task] first to meet our deadline." 9) Make Requests Easy to Process "Can you take a look at this?" "Can you review this and share your feedback by [date]?" 10) Be Clear About Next Steps "Let’s figure it out later." "Next steps: I’ll handle X, and you confirm Y by [deadline]." 11) Follow Up with Purpose, Not Pressure "Just checking in again!" "I wanted to follow up on this. Do you need any additional details from me?" 12) Avoid Passive-Aggressive Language "As I mentioned before…" "Just bringing this back in case it got missed."

Most feedback feels like an attack. That’s why people shut down instead of grow. Not because people don’t care. But because it’s delivered poorly. ↳ Too vague ↳ Too harsh ↳ Too late Here’s how to give feedback that actually lands: (and makes people better, not bitter) 1. Don’t ambush, set the stage → No one likes being caught off guard → Say: “Can we talk about something I noticed?” → Giving a heads-up lowers defensiveness 2. Focus on behaviors, not personality → Don’t say: “You’re careless with deadlines” → Say: “This report was late, which caused delays” → It keeps the conversation objective, not personal 3. Use the “win-win” frame → Feedback should feel like support, not punishment → Say: “I share this as I want to see you succeed” → It shows you care about them beyond results 4. Go small, go early → Don’t wait for a pattern to get worse → Correct small things early with care → Light guidance >>> heavy correction 5. Ask, don’t preach → Say: “How did you feel that went?” or → “What do you think could’ve been better?” → Feedback is a conversation. Not a monologue 6. End with belief → Say: “I know you can turn this around.” → “You’ve done great work before, I believe in you” → People remember how you made them feel 7. Don’t wait for a reason, make feedback normal → Create a culture where feedback is regular, not rare → Give it when things go right too → This makes your team stronger, faster Feedback isn’t about being right. It’s about helping people grow. Feedback is a tool for performance. Not a source of fear. ♻️ Repost it to help leaders grow their people And follow Andrea Petrone for more.

We’ve often heard it said that “feedback is the breakfast of champions.” But let me ask you this: How do you like your breakfast? Cold and tasteless? Hot and spicy? Or warm, rich, and satisfying? Feedback works the same way. It can either leave someone feeling discouraged or empowered. We all wear two hats. One as someone who gives feedback, and another as someone who receives it. Today, let’s focus on the giver’s role. How do you serve feedback in a way that doesn’t pull people down but helps them grow? 1. Be specific, not vague “You need to do better” isn’t very helpful. Try something like “In the last presentation, I noticed you stopped speaking halfway. What if you try writing your closing points down ahead of time so you can remember them?” Clear examples give people something concrete to work on. 2. Focus on behaviour, not identity Feedback should speak to actions, not character. Say “Your message wasn’t clearly communicated” rather than “You’re a bad communicator.” This helps the person hear the message without feeling personally attacked. 3. Highlight what’s working Acknowledge the positive things too. This shows that you see the whole picture, not just the mistakes, and it makes people more open to hearing what needs to improve. 4. Keep it private unless necessary Feedback is usually best given one-on-one. Public correction can feel humiliating. Only share it in group setting when it is truly necessary and will benefit the whole team. 5. Watch your body language and tone People pick up more from how you say something than the words themselves. Your tone and posture can either invite connection. 6. Balance honesty with empathy Be truthful without being harsh. Acknowledge the effort being made and speak from a place of care. Consider how you would want to hear the same message if the roles were reversed. 7. Time it right You can say the right thing at the wrong time. Unless it is urgent, wait for a moment when both of you are calm, focused, and open to conversation. At the end of the day, ask yourself this: Are you giving feedback that feeds growth or leaves someone empty? When given with clarity, care, and intention, feedback becomes more than correction. It becomes a gift. Choose to serve it well. Cheers, Your Presidential host Temi Badru #temibadru #eventhost #mc #voicesandfaces .

Careless feedback is costly. Being honest does not mean being without empathy. Feedback done in the wrong way can crush a person’s confidence. It can also erode your credibility as a manager. Key things to remember when giving feedback: 🔬 Be specific and objective - avoid generalities and provide recent examples to back up anything you want to share. 📍 Ground feedback in a clear framework or standard - this helps keep it constructive rather than personal. Never give feedback by comparing someone with another colleague. 💡 Offer suggestions for improvement - never give constructive criticism or development points without agreeing practical steps for change. ⚖️ Be balanced - share the positives alongside the challenges. Encouragement is far better than reproach. ⏰ Ensure feedback is timely - it shows that you’re engaged and value the person’s development. ❓Ask how someone would like to receive feedback (i.e. in writing, verbally, in-person) - this approach creates psychological safety and engenders trust. What else would you add? What works for you? #Feedback #PsychologicalSafety #Management #HR #Trust #Growth Higgs LLP [📸 Image is of various types of biscuits with the title “Types of Feedback” each type of biscuit acts as a metaphor for the way feedback might be delivered. Credit to Liz Fosslien.]

Your 'feedback' could be Blame. Feedback builds. Blame destroys. I discovered this after 10 years of leadership coaching. Here are 7 examples of what you might be doing wrong: 1. Don't say: "You always submit reports late" → Say: "I noticed the last 3 reports were delayed. What obstacles are you facing?" 2. Don't Say: "Your presentation skills are poor" → Say: "Let's identify specific areas where we can enhance your presentations" 3. Don't say: "Why can't you be more like him/ her?" → Say: "What resources would help you achieve your goals?" 4. Don't Say: "This is completely wrong" → Say: "Let's review the requirements together and identify gaps" 5. Don't Say: "You're not a team player" → Say: "How can we improve collaboration within the team?" 6. Don't Say: "You should have known better" → Say: "What information would have helped prevent this?" 7. Don't Say: "I'm disappointed in your performance" → Say: "Let's create a development plan to help you succeed" Why? 𝗕𝗹𝗮𝗺𝗲:  • Points fingers  • Focuses on past mistakes  • Attacks character  • Creates defensiveness  • Offers no solutions 𝗙𝗲𝗲𝗱𝗯𝗮𝗰𝗸:  • Addresses specific behaviors  • Focuses on improvement  • Maintains dignity  • Builds trust  • Provides actionable steps Your words have power. Choose them wisely. → Repost if you believe in building people up, not tearing them down. → Follow me Sarah Touzani for daily insights on building high-performing organisations. 

𝗘𝘃𝗲𝗿 𝘁𝗵𝗼𝘂𝗴𝗵𝘁 𝗮 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝗰𝗼𝗻𝘃𝗲𝗿𝘀𝗮𝘁𝗶𝗼𝗻 𝘄𝗲𝗻𝘁 𝘄𝗲𝗹𝗹, 𝗼𝗻𝗹𝘆 𝘁𝗼 𝗿𝗲𝗮𝗹𝗶𝘇𝗲 𝗻𝗼𝘁𝗵𝗶𝗻𝗴 𝗮𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝗰𝗵𝗮𝗻𝗴𝗲𝗱? You’re not alone. I see even experienced managers make the same feedback mistakes over and over at all levels of the organization. Here are 7 common ones I see, and how to fix them: 𝟭. 𝗕𝗲𝗶𝗻𝗴 𝘃𝗮𝗴𝘂𝗲 𝗶𝗻𝘀𝘁𝗲𝗮𝗱 𝗼𝗳 𝘀𝗽𝗲𝗰𝗶𝗳𝗶𝗰. “𝘉𝘦 𝘮𝘰𝘳𝘦 𝘱𝘳𝘰𝘢𝘤𝘵𝘪𝘷𝘦”  is not feedback, it’s a riddle. Describe observable behaviors instead such as “𝘞𝘩𝘦𝘯 𝘺𝘰𝘶 𝘪𝘥𝘦𝘯𝘵𝘪𝘧𝘺 𝘢 𝘱𝘳𝘰𝘣𝘭𝘦𝘮 𝘪𝘯 𝘵𝘩𝘦 𝘥𝘢𝘵𝘢, 𝘴𝘶𝘨𝘨𝘦𝘴𝘵 𝘰𝘯𝘦 𝘱𝘰𝘴𝘴𝘪𝘣𝘭𝘦 𝘴𝘰𝘭𝘶𝘵𝘪𝘰𝘯 𝘣𝘦𝘧𝘰𝘳𝘦 𝘰𝘶𝘳 𝘯𝘦𝘹𝘵 𝘮𝘦𝘦𝘵𝘪𝘯𝘨.” 𝟮. 𝗙𝗼𝗰𝘂𝘀𝗶𝗻𝗴 𝗼𝗻 𝗽𝗲𝗿𝘀𝗼𝗻𝗮𝗹𝗶𝘁𝘆, 𝗻𝗼𝘁 𝗯𝗲𝗵𝗮𝘃𝗶𝗼𝗿. “𝘠𝘰𝘶’𝘳𝘦 𝘯𝘰𝘵 𝘢 𝘵𝘦𝘢𝘮 𝘱𝘭𝘢𝘺𝘦𝘳” triggers defensiveness. Try “𝘠𝘰𝘶 𝘪𝘯𝘵𝘦𝘳𝘳𝘶𝘱𝘵𝘦𝘥 𝘵𝘸𝘪𝘤𝘦 𝘪𝘯 𝘵𝘩𝘦 𝘮𝘦𝘦𝘵𝘪𝘯𝘨.” 𝟯. 𝗟𝗲𝘁𝘁𝗶𝗻𝗴 𝗲𝗺𝗼𝘁𝗶𝗼𝗻𝘀 𝘁𝗮𝗸𝗲 𝗼𝘃𝗲𝗿. “𝘐’𝘮 𝘧𝘳𝘶𝘴𝘵𝘳𝘢𝘵𝘦𝘥” shifts focus to your feelings instead of the work. Keep it professional and outcome-focused such as "𝘛𝘩𝘦 𝘵𝘪𝘮𝘦𝘭𝘪𝘯𝘦 𝘸𝘢𝘴 𝘥𝘦𝘭𝘢𝘺𝘦𝘥 𝘣𝘦𝘤𝘢𝘶𝘴𝘦 𝘸𝘦 𝘥𝘪𝘥 𝘯𝘰𝘵 𝘩𝘢𝘷𝘦 𝘵𝘩𝘦 𝘥𝘢𝘵𝘢." 𝟰. 𝗦𝗮𝘃𝗶𝗻𝗴 𝗶𝘁 𝗮𝗹𝗹 𝗳𝗼𝗿 𝘁𝗵𝗲 𝗮𝗻𝗻𝘂𝗮𝗹 𝗿𝗲𝘃𝗶𝗲𝘄. Feedback is most effective in small doses on a regular basis. The guideline is that there should be no surprises in year-end performance reviews! 𝟱. 𝗨𝘀𝗶𝗻𝗴 𝘁𝗵𝗲 ‘𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝘀𝗮𝗻𝗱𝘄𝗶𝗰𝗵.’ People see right through the "positive - negative - positive" sandwich format. Yes, you want to provide positive feedback, but it doesn't have to be in the same conversation. 𝟲. 𝗔𝘀𝘀𝘂𝗺𝗶𝗻𝗴 𝘁𝗵𝗲𝘆 𝘂𝗻𝗱𝗲𝗿𝘀𝘁𝗼𝗼𝗱. Instead of asking "𝘋𝘰𝘦𝘴 𝘵𝘩𝘢𝘵 𝘮𝘢𝘬𝘦 𝘴𝘦𝘯𝘴𝘦?" instead ask for a recap: “𝘊𝘢𝘯 𝘺𝘰𝘶 𝘴𝘶𝘮𝘮𝘢𝘳𝘪𝘻𝘦 𝘸𝘩𝘢𝘵 𝘺𝘰𝘶’𝘭𝘭 𝘥𝘰 𝘥𝘪𝘧𝘧𝘦𝘳𝘦𝘯𝘵𝘭𝘺 𝘯𝘦𝘹𝘵 𝘵𝘪𝘮𝘦?” 𝟳. 𝗜𝗴𝗻𝗼𝗿𝗶𝗻𝗴 𝘁𝗵𝗲 𝗼𝘁𝗵𝗲𝗿 𝘀𝗶𝗱𝗲 𝗼𝗳 𝘁𝗵𝗲 𝗰𝗼𝗻𝘃𝗲𝗿𝘀𝗮𝘁𝗶𝗼𝗻. Feedback isn’t a monologue - invite dialogue: “𝘏𝘰𝘸 𝘥𝘰 𝘺𝘰𝘶 𝘴𝘦𝘦 𝘪𝘵?” 💡 The bottom line: Feedback isn’t about being nice or being tough - it’s about being clear. ❓ Your turn: 𝘞𝘩𝘢𝘵 𝘢𝘳𝘦 𝘵𝘩𝘦 𝘣𝘪𝘨𝘨𝘦𝘴𝘵 𝘮𝘪𝘴𝘵𝘢𝘬𝘦𝘴 𝘺𝘰𝘶 𝘴𝘦𝘦 𝘸𝘩𝘦𝘯 𝘱𝘦𝘰𝘱𝘭𝘦 𝘥𝘦𝘭𝘪𝘷𝘦𝘳 𝘧𝘦𝘦𝘥𝘣𝘢𝘤𝘬? If science and technology managers want practical tools to make feedback conversations easier - and more productive - they can learn more our virtual 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗼𝗻 𝗦𝗸𝗶𝗹𝗹𝘀 𝗪𝗼𝗿𝗸𝘀𝗵𝗼𝗽 mornings of 𝗡𝗼𝘃. 𝟭𝟴 & 𝟮𝟬. Seats are limited - link in comments 👇 ♻️ Repost this or comment to inspire your network. ➕Follow @gwen for more sci/tech leadership insights. PS: Good feedback practices improve performance, motivation, and accountability!

While I was trying to search for possible reviewers for a manuscript I am currently handling, I decided to make this screenshot. This reminds me of how essential it is to maintain constructive practices when serving as a reviewer (every review is an opportunity to contribute to the growth of our fields). Here are some short tips that I hope might help others to do their “B.E.S.T”: B - Be Constructive: Focus on providing clear, actionable feedback to help authors improve their work. Avoid harsh or dismissive language. Be realistic and empathetic. E - Ethical Standards: Uphold integrity by avoiding conflicts of interest (e.g., if a manuscript falls outside your expertise, it's better to recommend someone more suitable than to provide a subpar review; avoid suggesting authors cite specific work(s) unless it is genuinely relevant, etc.). S - Stick to Timelines: Timely reviews benefit everyone. If you cannot meet a deadline, communicate it early (especially during travel and holiday seasons, etc.). T - Thorough Evaluation: Carefully assess all aspects of the manuscript—structure, methodology, relevance, and clarity—without rushing. Highlight the strengths of the manuscript along with areas for improvement. Focus on the “content”, not the person(s)/institution(s). There are plenty of other best practices and sources that can help: 1. COPE Ethical Guidelines for Peer Reviewers [https://lnkd.in/etSSVrZT] 2. Notable publishers have similar guidelines [https://lnkd.in/ez5vy_tx, https://lnkd.in/e6FFKM-A, https://lnkd.in/eR9anKQK]

Feedback should be part of everyday work, not just performance reviews. But not every moment needs feedback. The right feedback, at the right time, is what creates lasting change. ✅ Give feedback when: Good work deserves recognition (catch people doing things right). Skills can improve soon (the person will use them again imminently). It’s expected (you scheduled it or they know you observed). A problem can’t be ignored (behavior is hurting a colleague, team, or results). ⛔ Avoid feedback when: You don’t have the full picture yet. It’s about things they can’t change or control. Emotions are high right after a tough event. You don’t have time to deliver it calmly and well. It’s just personal preference, not about effectiveness. You haven’t thought of a way to help them move forward. Give positive feedback often. Then, when you must give tough feedback, it feels fair, not petty. Before you speak, ask yourself: Why am I giving this? Is it for their growth and the team’s goals or just my own preference? In short: timely, actionable, fair. That’s feedback people can use. 👉 What rules guide your feedback in real life? What do you wish managers knew? Share your experiences and any trainings or resources that actually helped you give (and receive) better feedback. #personalbranding #feedback #greece