What are some of the best practices for giving feedback to others in a constructive and respectful way?

The best feedback I can give is when I ask the receiver what type of kind they prefer to get. By involving them in the process they’re more likely to accept and use the constructive critique for learning and growth.

Companies and businesses welcome feedback and can pay vast sums of money to have consultants tell them the unbiased truth about how they are doing. Feedback is one of the best personal development tools for success and for achieving one’s full potential. However, it is so important to give that feedback in a constructive and respectful way, and to know your true reasons for giving it. It can take years to master the art of discussing someone’s merits and flaws with them. Your main purpose for giving feedback should be to help the other person grow and develop. If it is done at the right time and in the right way, they should welcome the many benefits as part of their self-development and self-growth.

I have had many opportunities recently to provide feedback while training new hires. I generally start by asking is there anything they are forgetting to do or anything they need to do before moving on to the next task. This starts the process for me. This not only helps them identify what they need to work on but also helps them remember the process. I ask if there is anything that they can identify as the source of the problem that is occurring as many problems are mental blocks of some kind. If it’s them being anxious about doing something new I suggest them finding ways to make themselves comfortable or adjust things to their liking. I always follow teachable moments by making sure they felt heard and feel confident moving forwards.

I have learned in giving hundreds of research projects feedback, that you have to make sure you are on the same page first, it's amazing what misuse of language, misunderstandings around goals, and varied KPI’s can result in a successful meeting, but lack of progress and success.

Having clarity on what you want to achieve with the feedback is essential before even starting. To find the purpose, ask yourself several times "why", that should lead you to a compelling reason.

I always tell the one receiving the feedback to determine if it's constructive feedback or destructive. If it literally is destructive, toss it ... or at least the piece that is. If constructive, swallow their pride, take it to heart, and take the positive steps to gain the new skill, attitude, demeanor or whatever the challenge is. I've done this personally and it really works.

Having had the fortune of giving tons of feedbacks over the years, following is what I've learnt when it comes to understanding my purpose: - It is always aligned to the individual in context - It is always planned to be specific and never generic view points are avoided - It is always designed to empower them in a variety of ways - I've always worked prior to giving feedback to ensure that I also carry the much needed clarity before passing it on to others

Feedback is best consumed together agreeing on a spectrum of measures in advance with a clear scoreboard means that you have taken the interpretation of the data off the table and can get into more meaningful insights and observations quicker.

This is a very fine line to ride. But it's an important process that allows us to grow and advance in our particular professional field. Sometimes it can even be a bit painful, but in the long-run, we're thankful because it allowed us to get to the next level. Just like most other reasons for communication, it's all about the approach. Respect is the key word and I think a way to open is to show respect and reinforce the person's strenghts and what they have achieved to date. Let them know that the constructive criticisms you are about to provide are for their benefit and are intended to be building blocks. And yes, the more specific the better as it allows the person to tune in and be cognizant of that specific issue, skill or technique.

I firmly believe in the process of 'Specificity' In all of my feedbacks...there's always this element of constrictive criticism i.e., feedback that has scope for the other individual to improve upon Does this come easy...No, it comes at a cost and that is... maintaining the record of those specific instances where I've observed the individual who had done well or who didn't do well There are triggers in both the cases and it's important to understand what has played where - when I become specific, it has always been appreciated since the individual on the other side has always valued it beyond mere words or statements For example, if I had to do follow ups with my team mate ...a couple of times, then this becomes an area to improve

Preferably a deep fill sandwich as hopefully the tasty bits in the middle are the things that everyone wants to improve and develop!

This is by far one of the most popular methods of giving feedback that's truly empowering and uplifting I've been a regular user of this and here's a classic example of how I use it: It is about my team mate Ravi who I had given feedback in one of my previous roles Ravi walked into my cabin and I made him feel comfortable asking how he has been doing To start with...I made it a point to share all the key aspects that have been his strengths and how he has improved basis any previous feedbacks that were shared with him I connect the dots to areas that he can improve and how closely are they connected to his career goals, vision and values. To summarise, I once again highlight the challenge that he has to deal and how he can do it

Emotional intelligence is crucial in the workplace. The ability to communicate clear, empathetic way is an invaluable skill. Sharing feedback should create a conversation. Those who listen without judgement, ask questions and create a plan, are the individuals who want to use that input for continued growth. Equally important is acknowledging feedback by speaking with clarity, understanding and optimism.

Drop assumptions and bring your curiosity. Ask questions and listen without judgment. This will give you insight into their perspective, may offer new and helpful information and builds trust. Consider asking questions first before you give any feedback rather than launching into a monologue, which can be tempting if you're uncomfortable and just want to get the conversation over with. Give the other person the space and attention they deserve.

We must Navigate 3 Positions of Perspective: Self, Others & Observer. Some solely occupy the Self-position, resulting in self-focused conversations. Survival instincts and self-interest reside here. Stepping into the Second, focusing on Others, can be challenging for those unaccustomed to it. It enables connected conversations and awareness of needs. Language is inclusive (you, we, us). The Third involves adopting an objective viewpoint, detached from Self and Others, to gain broader insights. Shifting between these positions allows effective feedback. Consider (a) the positive mental or physical impact, (b) does it creates a sense of meaning, and (c) the overall impact. These considerations harness the power of perspectives.

That is why 360 reviews work so well, mostly as feedback and reflection, top-down and bottom-up. Actually much of this is about your relationship with the team nd whether you are doing the work between the feedback.

Feedback about a person says as much about them as it does about you, the giver of feedback. Before you actually give the feedback, pause and remember this.

Start by putting yourself in the place of the person you're giving feedback to. This is something that, typically, we forget. Feedback has, among all the other roles it plays, also a subjective component. The chances that your words originate from a unique, individual perspective, one that's hardly possible to contextualize upon an entire audience, are quite high. For this reason, when you give feedback, leave the door open for the possibility that you might be wrong. Humility, not necessarily the feigned kind, but intellectual humility, could be an important point in any feedback-building strategy.