Mastering Constructive

Feedback
EMPOWERING NEW LEADERS TO GIVE, SEEK, AND
RECEIVE FEEDBACK
 WHY FEEDBACK MATTERS

Quote: “Feedback is the breakfast of champions” - Ken Blanchard

Feedback helps individuals understand their impact, improves work quality, and fosters
growth

Did you know?

Employees who receive regular feedback are 3.6 times more likely to be engaged at work compared to those who
do not receive feedback regularly (Gallup, 2018).

72% of employees said their performance would improve if their managers provided corrective feedback
(Zenger/Folkman, 2014).

Companies with regular feedback practices experience 14.9% lower turnover rates than those without regular
feedback (Officevibe, 2017).
THE NEUROSCIENCE BEHIND FEEDBACK

Our brains view criticism as a threat to our survival, triggering defensive reactions.

Because our brains are protective of

us, neuroscientists say they go out
Perceived Protective
Threat Mechanisms of their way to make sure we always
feel like we’re in the right - even
Defensive
when we’re not. And when we
Reactions
receive criticism, our brain tries to
protect us from the threat it
perceives to our place in the social
order of things.
EFFECTIVE FEEDBACK DELIVERY

When How
Why
Be respectful, clear,
Clarify the purpose Provide timely feedback:
concise, private, and
behind feedback. daily, solicited,
actionable.
check-ins.

Respectfully
Behavior to change Day-to-day
Clear and concise
Behavior to continue When solicited
Not personal
Skills to develop Monthly check-ins
Privately
Throughout a project/task
Actionable
Feedback sandwich
KEY ELEMENTS OF CONSTRUCTIVE FEEDBACK

Reflect on the purpose

Ensure the feedback has a clear, constructive goal.

Focus on helping the individual improve.

Focus on Specific Behaviors, Not the Person

Address specific actions or behaviors.

Avoid making personal judgments .
KEY ELEMENTS OF CONSTRUCTIVE FEEDBACK

Avoid Generalizations; Be Descriptive

Use specific examples to illustrate your points.

Avoid vague statements that can be misinterpreted.

Lead with Questions to Encourage Dialogue

Ask questions to understand the individual's perspective.

Foster a two-way conversation to explore solutions together.
KEY ELEMENTS OF CONSTRUCTIVE FEEDBACK

Introduce the Rosenberg Method (NVC)

Observations: Describe what you observed without judgment.

Feelings: Express how the observation made you feel.
Needs: State the need related to the observation and feeling.
Requests: Make a specific, actionable request
HOW TO SEEK FEEDBACK EFFECTIVELY

Inform the
Create a Use the 'More
Person You’re
Welcoming of and Less Express
Seeking
Environment of' Technique Gratitude
Feedback Be Specific

Ensure the setting is Let them know you Ask for feedback on More of: Ask what you Thank the feedback
comfortable and value their input. particular areas or should continue or do provider for their
private. behaviors. more of time and insights.
Explain why you are
Make the feedback seeking feedback. Specific questions Less of: Ask what you Show appreciation
provider feel safe to yield more should reduce or do for their honesty and
share honest opinions. actionable insights. less of willingness to help
you improve.
This approach
encourages balanced
feedback and
provides clear,
actionable points.
RECEIVING FEEDBACK EFFECTIVELY

Active Listening Thank the Feedback Probe to Understand

Provider

Listen without Show appreciation Repeat a summary of

interrupting. for the feedback. the feedback for clarity.
Pay attention to Acknowledge their Ask for specific
body language. effort and honesty. examples.
Internally Avoid defensive Seek suggestions for
summarise the reactions. improvement.
feedback to ensure
understanding.
FEEDBACK TRANSFORMATION EXERCISE
Original:
"We were totally confused by what you
said in that meeting."
"Those numbers are terrible; it needs
to get much better."
"You look like you don’t even care!"
"I don’t like your attitude in the morning
stand-ups."
Constructive Feedback:
"In the meeting, some points were unclear to
us. Could you provide more details or examples
next time?"
"The current numbers fall short of our target.
Let’s discuss some strategies to improve them."
"I’ve noticed that during meetings you seem
disengaged. Is there something on your mind?
How can we ensure you feel more involved?"
"In our morning stand-ups, I’ve observed some
negative tone in your comments. Let’s work on
maintaining a positive and constructive
atmosphere.
Thank you!