These tips were published by the Harvard Business Review.
Be objective and leave emotions aside
When giving negative feedback to a subordinate, you must not rely on assumptions or your feelings. Work with clear, verifiable and objective data. Leave your emotions aside.
No beating about the bush: speak clearly
Some managers dislike giving negative feedback to a subordinate and subconsciously try to avoid this uncomfortable situation by being vague and not calling things by their proper names. Thus the poor subordinate does not even know exactly what it is they are doing wrong or how you, the manager, perceive the situation. When giving critical feedback to a subordinate, speak to the point (but remain respectful and do not be unnecessarily harsh).
Use the sandwich method
This simple method will allow the subordinate to digest the negative feedback better. It is based on the composition of a sandwich, which has three layers: bread, filling, and again bread. Follow the same structure when giving negative feedback (which represents the middle layer) and wrap it two layers of positive feedback (i.e. bread). Start by praising the subordinate, then move on to negative feedback, and end on a positive note again.
Give negative feedback as soon as possible
As with positive feedback, negative feedback should be also given to the subordinate as soon as possible. If you see someone has done something differently to how you would have imagined, but then say nothing for the next six months and only mention the problem long afterwards at a regular review meeting, you can hardly expect the person concerned to take your advice to heart and think about what they should be doing differently. Do not leave subordinates believing nothing is wrong; instead, confront them immediately. This can also prevent the problem becoming worse.
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