Voici comment vous pouvez donner votre avis avec respect et empathie.

1) Right setting: Give feedback during a casual walk/a casual coffee table setup. An office meeting room may not be ideal, as it often feels too closed and uptight. 2) Understand Context: Give team member the opportunity to speak first and describe their experience and any challenges they faced. 3) Be Objective and Know the facts: Document notable instances of project to provide tangible positive/developmental feedback. 4) Listen: Listen actively and proactively ask for views of the team member; be empathetic and solution oriented as opposed to just outlining concerns. 5) Ask Upward Feedback: Ask for areas where you can improve. It shows you are committed to finding your development areas and want to collectively grow the team.

Prepare Beforehand: Clarify Your Intentions: Ensure that your goal is to help the individual improve, not to criticize or demean. Gather Facts: Base your feedback on specific, observable behaviors and outcomes, not on assumptions or hearsay.

Preparing well means investing the effort well ahead of the time you have to provide any critical feedback to set up a relationship with sufficient trust and safety. You can’t do this at the last minute or when tensions are already running high. If circumstances dictate that you’ll be providing critical feedback before a relationship has time to form, you need to predict and accept that you will have to undertake some repair work later down the track to establish a reasonable relationship for the next time critical feedback must be delivered.

Feedbacks is something that cannot be improvised. You need to prepare thoroughly. For instance in which context this person did his job ? What were the challenges, how this person overcome them? I usually put myself in their shoes, trying to have the full story. For me giving feedbacks is an act of empathy but also of "friendship" so this person can improve or better apprehend a situation next time it happens

To deliver feedback with respect and empathy, approach the conversation with a positive and constructive mindset. Focus on specific behaviors or actions rather than personal attributes, and express your observations clearly and objectively. Listen actively to the recipient’s perspective, showing understanding and compassion for their feelings. Use "I" statements to share your viewpoint without sounding accusatory, and offer actionable suggestions for improvement. By fostering a supportive atmosphere, you can ensure your feedback is received in a constructive and respectful manner.

Choosing the right time to give feedback to your peers, direct reports, and most importantly to your supervisors is of vital importance. The wrong timing could ruin your relationship with them and doom your good intentions to absolute failure. 1. The right time should be established by mutual agreement and NOT based on your convenience except in case of high probability that their actions or verbal utterances might jeopardize the safety or seriously harm the business performance. In such cases, you may need to give your feedback instantaneously. 2. In all cases, the feedback giver must demonstrate full respect to the receiver. 3. The language used in giving feedback must be direct and clear based on the receiver’s point of view.

Choose the Right Time and Place: Private Setting: Provide feedback in a private, comfortable setting where the person feels safe to express their thoughts. Timing: Choose a time when both of you are calm and not distracted or stressed.

Timing as everything in life is crucial. You need to give and receive feedback when you are at peace, not in between two doors. Ideally in a relaxed and quiet place where you can look at each other eyes. Ideally I prefer to announce it ahead of time, so the person can also gather their thoughts

I've learned that no amount of preparation; including writing down a meeting script, is enough if you choose to deliver feedback at the wrong time. Read the room and look for the signs. Unless there is an urgent business need, understand that if someone is already in a bad mood; feedback will add oil to the fire. Even if it's well crafted feedback. But this is not all the time, it happens only a percentage of the time. It's up to us leaders to gauge the possibility and act on it.

Timing is key. I can speak from experience that not delivering the feedback at the right time can cause unexpected complications. If they are in a highly emotional state at the time you are delivering the feedback, they can feel like they are being attacked and they have to defend themselves. They can also feel like they are being singled out. You must make sure the timing is right.

Best way to start a feedback session is by saying" I am giving you these comments because i have very high expectations and i know that you can reach them"-Works all the time as magic

Be Specific and Objective: Focus on Behaviors: Address specific actions or behaviors, not the person’s character. For example, say, “I noticed that the report was submitted late,” rather than, “You are always late.” Use Examples: Provide concrete examples to illustrate your points.

In my experience, giving specific feedback makes a huge difference. Specificity not only builds trust but also shows that I care about their growth and development. For example, instead of saying "improve your reports," I might say, "include more detail in your weekly reports." This approach has helped reinforce positive behaviors and demonstrate my commitment to the success of my team.

Being very specific in your feedback is key for an individual's growth. If it is vague, they will not know where they need to focus there efforts and look for trainings that will help them improve in those areas. It will make them feel like they have no direction.

Express Empathy: Show Understanding: Acknowledge any challenges or difficulties the person might be facing. For example, “I understand that you have been handling a lot of tasks recently.” Listen Actively: Allow the person to share their perspective without interrupting. Show that you value their input.

I would say that active listening starts not when I stop giving my feedbacks, but from the beginning of the conversation. How this person behaves while I give my feedbacks, what is this person non verbal behaviour? I usually give the speaking time to this person first "What are your thoughts concerning the upcoming project?". Then I give my thoughts and I initiate a conversation.

Giving feedback is more than just one talk. Keep in touch to see how they're doing and lend a hand if they need it. This shows you're invested in their growth, not just pointing out issues. Listen to their thoughts openly, without judgment, and offer sensible solutions. It's about collaborating to improve things and supporting each other's progress.

Feedback help in improvment in one self or another as long its a not a degrading feedback and constructive criticism. It will help identify the person his mistakes and help him to improve it to become better in what is he doing. Its very important not to privde negative feedback as it can adhere the person and make him give up as he believes he is a faliure its important to be coherent and epathetic but show the reality of the situation.

Privacy is extremely important. I tell all of my employees that if I am having a development conversation with them or another employee, it stays between me and that employee. Period and end of story.

It's so important that you give critical feedback in private. I have been at the receiving end as well as the giving end and by keeping the feedback private,we are respecting the other individual. I have also blasted people on a messaging group only to apologise to the individual for the public display of criticism. It's important that feedback is given face to face rather than through any messaging app or on call so as to not be misinterpreted or lost in translation. The tone of the voice softens the deal rather than reading a text which keeps things open for wrongful interpretation

I wonder whether empathy is the right term here. Empathy suggests we can feel what the other person feels and the reality is we can’t. We can only feel what we might feel in a similar situation. So what if, as an alternative, we seek to deliver feedback with compassion, considering the ‘I’m okay, You’re okay’ perspective and not seeking to make the person receiving the feedback feel lesser than.

Effective feedback hinges on how it is communicated, not just what is said. Use 'I' statements to: Express observations, specific behaviours or actions, share your feelings Share your feelings and explain how these behaviours impact you or others Clarify the impact or implications of the behaviour, emphasising the importance of addressing the issue Suggest constructive alternatives/ solutions for improvement Encourage the other person to share their perspective and ask questions to foster understanding Focus on behaviour, not personality. Keep feedback specific to actions, not personal judgments I view feedback as "feedforward," which helps me detach from personal feelings and see it as a path to becoming a better version of myself.

Balance is everything, especially in relation to feedback. If the only time you provide feedback is when you’ve got a problem, people will begin to dread meeting with you and will begin to protect themselves accordingly. You need to fill the cup before you can draw from it, which means taking care to notice good effort and achievement, and normalising the provision of feedback that is positive or non-threatening, together with feedback that might be more critical. A good litmus test for the health of your feedback culture is to list for how people speak about feedback as a concept; if they speak as if there’s an implicit assumption that all feedback is critical, you have a balance problem in your feedback culture.

If you are delivering feedback, it's worth asking for feedback as well on how you can improve. Feedback is a mutual process and can help you develop just as much as the other person.