Guide
Give feedback that actually lands
Deliver both praise and correction in a way people can genuinely hear and act on.
Be specific, not general
'Great job' or 'this needs work' gives nothing to act on. Point to the exact thing that worked or didn't, and why it mattered.
Give it close to when it happened
Feedback saved up for a quarterly review loses most of its usefulness. Address things while they're still fresh and fixable.
Separate the behaviour from the person
Frame feedback around what was done, not who they are. It keeps the conversation about something changeable rather than something personal.
Balance correction with genuine recognition
People who only hear from you when something's wrong start dreading the conversation. Notice and mention what's going well too, specifically.
That’s the whole thing.
Keep going
What to read next
- 01
Managing & Retaining Your Team
Run one-on-ones people actually value
Turn a regular check-in into something useful, instead of a status update nobody needs.
- 02
Managing & Retaining Your Team
Build a culture people don't want to leave
Create the everyday conditions that keep good people around, beyond just the paycheck.
- 03
Managing & Retaining Your Team
Handle a difficult team member without letting it fester
Address a recurring performance or attitude problem directly, before it affects the whole team.