Structuring Feedback Sessions

If your feedback isn't changing behavior, you're not giving feedback—you're just complaining. After 25 years of coaching leaders through difficult conversations, I've learned that most feedback fails because it focuses on making the giver feel better rather than making the receiver better. Why most feedback doesn't work: ↳ It's delivered months after the fact ↳ It attacks personality instead of addressing behavior ↳ It assumes the person knows what to do differently ↳ It's given when emotions are high ↳ It lacks specific examples or clear direction The feedback framework that actually changes behavior: TIMING: Soon, not eventually. Give feedback within 48 hours when possible Don't save it all for annual reviews. Address issues while they're still relevant. INTENT: Lead with purpose and use statements like - "I'm sharing this because I want to see you succeed" or "This feedback comes from a place of support." Make your positive intent explicit. STRUCTURE: Use the SBI Model. ↳Situation: When and where it happened ↳Behavior: What you observed (facts, not interpretations) ↳Impact: The effect on results, relationships, or culture COLLABORATION: Solve together by using statements such as - ↳"What's your perspective on this?" ↳"What would help you succeed in this area?" ↳"How can I better support you moving forward?" Great feedback is a gift that keeps giving. When people trust your feedback, they seek it out. When they implement it successfully, they become advocates for your leadership. Your feedback skills significantly impact your leadership effectiveness. Coaching can help; let's chat. | Joshua Miller What's the best feedback tip/advice, and what made it effective? #executivecoaching #communication #leadership #performance

Harsh truth: Most managers give feedback at exactly the wrong time. And it's costing you engagement, retention, and results. Here's what research shows: • Morning feedback is 25% more effective • Midweek feedback gets 40% better implementation • Regular feedback boosts engagement by 31% When I implement feedback systems in organizations, we use process confirmation: ↳ One process review monthly ↳ Clear documentation of correct execution ↳ Systematic improvement tracking The science-backed framework: ↳ Schedule feedback before lunch (peak brain receptivity) ↳ Target Tuesday-Thursday (avoid Monday blues) ↳ Keep specific issues to 5-10 minutes ↳ Document improvements systematically ↳ Follow up within 7 days This prevents the classic "waiting for annual review" problem. Instead, managers confirm processes regularly, catch issues early, and build trust through consistency. Start tomorrow: 1. Block 30 minutes before lunch for your next feedback session 2. Create a simple tracking template 3. Schedule one process review with each team member What's your biggest challenge with giving feedback? Reply below ⬇️ ___ 👋 Hi, I'm Sharon Grossman! I help organizations reduce turnover. ♻️ Repost to support your network. 🔔 Follow me for leadership, burnout, and retention strategies

Let’s ditch “training notes”. To be honest, even when I was working in-house as part of a large training team, and we had to design training for others to deliver, they were always a bug bear of mine. (Remember the infamous session notes I wrote Emma Gillett which just said for Day 2 “follow the needs of the group??” 😂) Why have a completely standard “this is how we run the training workshop” when every single group is different?? Yes, there are always common themes, barriers and frustrations for leaders (across all industries) Yes, there are typical, helpful interventions, frameworks and tips. But the magic ALWAYS happens when participants focus on their own context. Their unique challenges. When they have chance to air frustrations, be heard, and then work together to overcome them. When they realise they have the choice to make changes and they determine what they’ll be and how they’ll implement them. When you share tips, frameworks that help them solve what they need to focus on - not just what you think fits a brief ahead of time. This DOESN’T happen when we create standard training sessions and expect them to work for everyone. This DOESN’T happen when we throw all the models and theories at people and expect them to work. It happens when you consciously and considerately shape a session around what both the participants need, and the outcomes expected by the business. And flex if it’s not right. When you create the space for discussion, connection and application & facilitate it well. It’s why when I train others to build workshops, I strongly suggest creating an outline plan along with a “Faciliators Treasure Chest”, so you’re not stuck with “one” way to deliver it. I love the challenge that each different workshop brings. Finding out what’s most useful when we’re together and shaping it as we go. Just yesterday, I even ditched the outline plan working with a fab group of Senior Leaders, as it was clear that it wasn’t what was needed and that it wouldn’t work. And the feedback? “Really engaging conversation and input from all members was really valuable. Katy facilitates these conversations fantastically, intervening when we go off topic” “Great to share experiences with peers. The worked examples / practise sessions were really instructive. Katy did a great job of bringing us back on topic whilst still enabling important discussions to take place” “What really worked? You being led by the group and not sticking to a plan if it didn’t work. The practise was short and sweet, allowing plenty of space for discussion and building on what we’d covered in previous workshops with you. A lot of openness and you were comfortable steering us back on topic when required. Powerful take homes from the day” It’s why I don’t have accredited programmes, as none of my workshops will run exactly the same way twice!

The Feedback Mirror – "Reflecting Growth, Not Guilt" Imagine this: A manager, Raj, is giving feedback to his team. Two scenarios unfold - Scenario 1: Raj spots an error in a report during a team meeting. He interrupts the flow, points directly at Riya, and says, “This mistake is unacceptable. Fix it.” The room goes silent. Riya feels embarrassed and defensive, and the team’s morale dips. Scenario 2: Raj identifies the same error but chooses a different method. He asks Riya to meet him one on one. He begins with, “Riya, I appreciate the effort you put into the report. There’s one area we can improve together. Let’s discuss how we can refine this section.” Riya feels respected and empowered, ready to learn and improve. The spot, words, method, and delivery of feedback transformed the outcome. The Feedback Compass Framework - NAVI :A unique, never-before-used framework for feedback: N – Notice: Identify the right time and place (Spot). Feedback in public can humiliate. One on One discussions build trust. A – Align: Start with positive reinforcement to align the person with the goal (Words). V – Validate: Address the issue and the individual equally (Method). Make it about the person and the problem. Both are equally important. I – Inspire: End with actionable steps and encouragement (Delivery). Focus on growth, not guilt. Key Insight - Feedback isn’t just about fixing problems; it’s about nurturing potential. The person and the problem are constant, but the method defines leadership outcomes and the leader. "Are you reflecting growth or guilt in your feedback sessions? Remember, the compass you use determines whether your feedback leads to clarity or chaos. Which direction are you pointing your team toward?" Hi I am Pushkraj Deshpande, a passionate Corporate Trainer. Feel free to get intouch with me for Organisational Training Requirements. #Hr #CHRO #training #leadership #linkedin Regards, Pushkraj Deshpande

Feedback doesn’t have to be hard—here’s how to make it work for you 👇: Delivering difficult feedback is an essential skill for leaders, but it's often fraught with anxiety and potential misunderstanding. How you provide feedback can significantly impact your team's morale, growth, and productivity. Why is delivering feedback effectively important? ➟ It fosters professional growth and development. ➟ It improves team dynamics and performance. ➟ It helps clarify expectations and corrects misalignments. 👉 Here are practical steps to ensure your feedback sessions are productive and positive. ✅ Prepare and Plan ↳ Ensure privacy and select a time free of immediate stress, which can make the conversation more productive. ✅ Be Direct and Honest: ↳ Base your feedback on objective observations instead of personal judgments. ✅ Maintain a Constructive Tone: ↳ Recognize their feelings and reassure them of your support in their improvement process. ✅ Balance with Positive Feedback: ↳ Start with what they do well to demonstrate your appreciation for their efforts. ✅ Offer Practical Solutions: ↳ Recommend training, tools, or methods that can aid their development. ✅ Encourage Dialogue: ↳ Ask them to share their thoughts and open up a two-way conversation. ✅ Follow Up and Support: ↳ Set a date to review improvements, showing your commitment to their development. ✅ Be Mindful of Body Language: ↳ Use body language that is welcoming and non-threatening to put them at ease. 📌 PS...It’s not just about correcting errors but about motivating your team to achieve more. ♻️ Share this with your network to inspire more leaders to approach feedback with empathy, clarity, and support. 🚀 Follow Harry Karydes for more daily tips to engineer your ideal life through mindset, habits and systems.

Do you know that real leadership begins after the feedback is given? Many leaders say that they gave the feedback clearly… but nothing changed. Here’s the truth: #feedback without structured follow-up often leads nowhere. Particularly with employees who are stuck in old patterns. If you’re in this situation, try this simple structure: -Anchor to the past “We talked about this (the date of last feedback). Let’s check in now. What’s changed since then?” -Ask before telling Let them reflect first. It invites ownership. -Share honest observation “I’m still seeing the same patterns, and that concerns me.” -Connect to support “I want to see you grow. That’s why we’re having this conversation.” -Agree on one action Example: speak up once in the next cross-functional meeting to share an opinion, challenge an idea, or ask a strategic question next week. -Set the next check-in immediately Put it in the calendar. Yes, don’t leave it open-ended. If the excuse is “I wasn’t sure it was my place to speak,” reframe it: Your voice is part of your value. Growth starts when you stop waiting for permission. Want change? Follow up with structure and care. #siliconvalleycoach

Here’s why the ‘Right’ feedback, given at the ‘Wrong’ time, can still fail your team👇 10+ years of managing teams taught me this: Feedback isn’t just about WHAT you say—it’s about WHEN you say it. Each team thrives on a different feedback style, and balancing high-frequency feedback with scheduled feedback is crucial for both individual growth and team success. Here’s what I’ve discovered about the two: 🎯 High-frequency feedback is immediate, informal, and tied to specific actions. It’s especially effective for teams like Marketing or Customer Success, where agility and responsiveness are critical. Frequent feedback: ✔️ Reinforces good behaviors in real time. ✔️ Enables quick course correction. Overusing it can: ❌ Overwhelm your team with constant interruptions. ❌ Feel like micromanagement if poorly timed. 🎯 Scheduled feedback is structured and reflective. It’s ideal for teams like Design and Product, where deep work and long-term results are the focus. Scheduled sessions: ✔️ Allow for thoughtful discussions on skill development and growth. ✔️ Help align team goals with strategic outcomes. But there’s a risk: Waiting too long to give feedback can mean missed opportunities to address key issues. So, how do you strike the balance? I blend both to create a feedback loop that nurtures growth and performance. Here’s my approach: → Adapt to individual preferences. Not everyone thrives on the same cadence of feedback. → Use high-frequency feedback to reinforce wins immediately, but reserve smaller missteps for scheduled reviews. → Always give constructive feedback in private—1:1 (preferred) or in small groups. What’s your strategy for balancing feedback styles? Would love to know your thoughts in the comments! #teammanagement #leadershipdevelopment #feedback #founder