Giving Feedback Tipsheet

Instructions for using the Giving Feedback Tipsheet:

On the following pages you will find a Giving Feedback Tipsheet. The tipsheet can be printed off
and shared with anyone who wants to improve his or her skills in providing feedback.

© The Group for Organizational Effectiveness, Inc. 2001. Registered

gOEbase users may adapt for internal use only. Cannot be re-sold or
used for external or commercial purposes.

www.gOEbase.com
 Helpful Hints for Giving Positive Feedback
WHEN? ? Thank/Acknowledge frequently – people like to hear that they are doing a good job

? As soon as possible – the sooner you provide feedback, the more likely the individual will
connect the feedback to their behavior
WHERE? ? In public, when possible – positive feedback is good news, and should be heard by all
WHAT? 1. Recognize their behavior and how it is helping you, the team, the company and themselves
2. Encourage continued behaviors – make sure they know what to do in the future. “Continue
making 10 calls a day and you will continue to be successful” is better than, “Keep up the good
work”
HOW?  Happily!

Helpful Hints for Giving Negative Feedback

WHEN?
 When the pattern of performance dictates – everyone is allowed to have a bad day. However,
consistently poor performance requires feedback

 As soon as possible – the sooner you provide feedback, the more likely the individual will connect
the feedback to their behavior
WHERE?  In private, whenever possible – negative feedback is bad news, and should be heard in private.
This will reduce the chances that the person will try to “save face”
WHAT?  Discuss specific behaviors, not personal traits. “You have shown up late for three project
meetings” is better than, “You are not committed to this project”

 Describe what you saw or heard, not your judgment or evaluation. “Your presentation ran 45
minutes, 15 minutes over time” is better than “You did not prepare properly for the meeting”

 Emphasize the impact of the behaviors on you, rather than in the third person. “Running over on
your presentation meant I had to re-structure the rest of the meeting” is better than, “People don’t
like it when a presenter runs late”

 Clearly define changes you want made and desired outcomes, “Next time, limit your presentation
to fit the scheduled time slot”
HOW?  Calmly – don’t provide feedback when angry
 Listen to their side of the story

www.gOEbase.com 1