This text is based on an article on the BusinessMatters Magazine website.
Be specific
When you are giving feedback to a subordinate, it is not the ideal time to be vague and ambiguous. On the contrary: be quite specific, use unambiguous language to describe the situation, and do not allow your thoughts to be misunderstood.
Do not wait too long to give feedback
Feedback is most effective when it immediately follows the event it relates to. If you have any criticism or, conversely, praise for a subordinate, supply feedback as soon as possible, without undue delay.
Always balance negative and positive feedback
Feedback should never be just criticism, but nor should it be only praise of the subordinate's work. There is always something to praise, but also always something to improve. When giving feedback, it is therefore important always to balance the positive with the negative.
Do not criticise someone's personality
Your feedback should be directed at the person's behaviour, working style, procedures or attitude. It should never revolve around the individual's personality, something that cannot easily be changed.
Remember that giving feedback is a dialogue
When giving feedback, let the other person comment on your remarks. Ideally, use appropriate questions to guide them towards understanding what you are trying to say. Feedback should never be a monologue, but a dialogue.
Write down the most important points
It is a good idea to write down the main points of your feedback and the most important aspects of the way forward that you and your subordinate agree on. That way you have a future reference for both of you; then, at the next review meeting, you can talk about how the plan you set up is working.
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