Veja como você pode efetivamente dar e receber feedback de maneira construtiva.

Set your intentions—make them clear, strong, unbeatable. When you give feedback, do it big, do it right, do it with conviction. It’s about making feedback great again, making your team the best. Tell it like it is, take it like a champ, and watch the success roll in!

Setting the tone is THE most important part. Messages are generally received based on the perceptions of the receiver, not always the intention of the sender. Level-set and be direct, acknowledging positives when possible (though it’s not always possible) while not straying from the intended and needed purpose of the conversation.

As a starting point, align on what the other person needs at that time. Often, feedback can land on shoulders as another ‘you should’. At one time I asked people to avoid that term with me. What I started doing was articulating what I needed at that point in time (a debrief, some advice, great feedback, or just a walk with a friend and a change of topic). I’m a fan of in-the-game-feedback, while also balancing the ability for it to be received well at that time. My best leader was terrific at feeling that out for the best outcome.

When receiving feedback remember to take nothing personally. Listen to the words as opposed the emotion behind the words and ask yourself is there honesty in what has been said.

When giving feedback, Start with observations rather than judgments, offer actionable suggestions for improvement, and be prepared to listen and engage in a dialogue to ensure understanding and receptivity. Similarly, when receiving feedback, adopt an open mindset, actively listen without becoming defensive, and seek clarification if needed. Acknowledge the feedback with gratitude, reflect on it objectively, and commit to implementing constructive changes. Remember, the goal of feedback is mutual growth and improvement, and approaching it with empathy, respect, and a willingness to learn fosters a culture of trust, collaboration, and continuous development.

I’ve found that the more specific the feedback, the more valuable it becomes. When I commend someone, I don’t just say “great job” – I tell them exactly what made their work stand out. And when there’s a need for improvement, I focus on the particular actions or behaviors that could be enhanced. This specificity not only clarifies the message but also makes it actionable.

Being specific is fundamental to delivering feedback that the recipient can use to strengthen their practise. If you are engaging in a planned feedback activity be clear about what it is you’re looking for before reviewing someone’s work and giving feedback on it. Provide them with a checklist of essential components before you observe their delivery or review reports they’ve put together. If people don’t know what you’re looking for it’s hard for them to get it right. When delivering planned feedback have the checklist to hand when identifying strengths in practice and when setting areas to develop further. Sum up your feedback conversation so strengths and development areas are clear and they know what to do.

Nicht geschimpft ist genug gelobt - das ist wahrlich keine zeitgemäße Einstellung in der Mitarbeiterführung mehr. Aber wie gibt man spezifisches Feedback? "Gut gemacht" ist auf jeden Fall besser als gar kein positives Feedback, und im Sinne der positiven Verstärkung habe ich gute Erfahrungen damit gemacht, sofern vollkommen klar war, worauf sich die Rückmeldung bezieht und dass sie unmittelbar im Anschluss an die Handlung erfolgte. Wenn Sie spezifischer werden wollen, helfen W...-Fragen mit einem "genau", z. B. "Was genau hat meine Mitarbeiterin gut gemacht?" "Wie genau hat es auf die Ziele eingezahlt?" "Welches Bedürfnis genau hat das erfüllt?" Diese Fragen können Sie auch mehrfach stellen - Sie werden einen positiven Unterschied sehen.

Receiving Feedback: Pay close attention to the feedback being provided without interrupting or becoming defensive. Could you show that you are engaged and receptive to what is being said? If something is unclear or ambiguous, ask for clarification or examples to better understand the feedback. Try to remain calm and open-minded, even if the feedback is difficult to hear or you disagree with it. Remember that feedback is an opportunity for growth. Approach feedback as a chance to learn and improve rather than as a personal attack. Keep an open attitude toward constructive criticism. Thank the person providing feedback for taking the time to help you grow and improve. Could you acknowledge their efforts and insights?

Ser especifico para mim é a bala de prata no processo de feedback, ja recebi um feedback pós eu fazer o processo com um colaborador, no qual ele me disse, pela primeira vez eu vejo razão para existir esse processo, sempre ouvi da equipe e nunca sobre mim, isso me ajudará muito a ser melhor, e claro que isso me fez uma pessoa muito melhor também

Active listening is a skill I continuously work on. It’s about fully engaging with the person speaking, not just waiting for my turn to talk. When receiving feedback, I remind myself to listen with the intent to understand, not to reply. And when giving feedback, I ensure I’m attentive to the other person’s responses, fostering a genuine two-way conversation.

Rechtfertigen Sie sich nicht für Ihr gegebenes oder erhaltenes Feedback. Dazu gehören aber auch eine wohlwollende Einstellung auf beiden Seiten.

Being an active listener is a first step, but you need to have a clear understanding of who your speaker represents and of your past experiences. To speak intelligently about any situation, we must be capable of eliminating potential bias and confusion. Listening could be affected by our own beliefs and values. If you are not well acquainted or familiar with the topic, it is best to be quiet and listen later when you have had the time to research. Our contributions come primarily from accurate Listening and reading. Our speaking is relative to how well we did both.

Ergänzend zum Aktiven Zuhören empfehle ich in Coachings und Trainings gerne "Golden Silence". Auch wenn das Gegenüber aufgehört hat zu sprechen, halten Sie das Schweigen noch etwas länger. Oft kommen dann weitere interessante Hintergründe zutage - und es ermutigt das Gegenüber zu vertrauen.

La escucha es parte fundamental de la comunicación y en especial en momentos de retroalimentación. El mostrar respeto y empatía por la otra persona debe ser prioridad, así como el desarrollar los temas centrándose en la situación a retroalimentar y no en culpar a la persona, por lo que el escuchar atentamente permite tener mejor entendimiento tanto de la situación, como de lo que piensa y siente la persona, abriendo espacios para la asertividad y desarrollo de soluciones constrictivas

I’ve always believed that the best feedback feels like a dialogue, not an interrogation. It’s about creating a space where thoughts and ideas can be exchanged freely. I ask open-ended questions and encourage others to express their views. This approach not only enriches the conversation but also builds trust and mutual respect.

Besonders bei kritischem Feedback oder auch sehr schwierigen Mitteilungen hat sich meiner Erfahrung als Personalleiter nach Folgendes sehr bewährt: - auf einen einzigen Punkt konzentrieren - nur das Wichtigste benennen - nach einer kurzen freundlichen Eröffnung den kritischen Punkt deutlich, klar und ohne Umschweife ansprechen. So konkret wie nur irgend möglich! Siehe oben - das sichtbare Verhalten ohne Bewertungen benennen - Kurz Raum lassen und das Gegenüber beobachten: was passiert in Mimik, Gestik, Haltung, Ausdruck? Welche Veränderungen nehme ich wahr? - Wenn der erste Schock überwunden ist, in die Erforschung gehen und sehr viel Zeit dafür reservieren: Wie siehst du das? Was kannst du nachvollziehen? Was verstehst du (noch) nicht?

Cualquiera sea el nivel del colaborador sabe dentro de mi empresa que es dueño de poder hablar conmigo y nunca dejo de fomentar ese espacio

Eu sempre termino um ponto que coloquei como oportunidade, ou mesmo do que ja é bom com duas perguntas, concorda com essa visão? Como podemos nos ajudar a cumprir esse objetivo de melhoria? Costuma gerar um ambiente de debate interessante para construção de um PDI, reconhecimento de entregas e contratos de trabalhos.

El poder establecer procesos de escucha y comunicación puede ser un reto por los afanes del día a día, pero en el proceso de retroalimentación, es algo que no se puede pasar por alto, pues el dialogo permite ampliar las perspectivas, entender mejor a las situaciones y las personas, así como abrir espacios seguros, en los cuales se pueda cimentar la confianza en el tiempo

Genere un sistema que premia a todos los que fomentan la comunicación en cualquier dirección, son pequeñas y variadas recompensas relacionadas con elementos de marketing e imagen de la empresa con mensajes como "escucharnos nos hace crecer"

Besonders wichtig ist das Festhalten des Besprochenen zur Nachverfolgen. Dabei ist auf eine positive Formulierung von Entwicklungszielen zu achten. Was soll bis wann erreicht werden?

Folgetreffen dürfen (wie Feedback) keine Überraschung sein: Besprechen Sie mit dem Gegenüber, dass Sie Folgetreffen wünschen und in welchen Abständen. Holen Sie kurz das Einverständnis ein und planen Sie.

To me, support is the backbone of effective feedback. It’s about providing the tools and resources necessary to act on the feedback. Whether it’s sharing articles, suggesting training, or offering mentorship, I ensure that my feedback is accompanied by practical support that can help translate insight into action.

It is important to set attainable goals for your team and support the expected outcomes. In my experience, managers do not take the necessary time to develop the resources needed by their teams to be successful. The amount of front end work to enable success will be modest in comparison to the amount of time spent putting out fires. This also goes for giving feedback. Spend the time necessary with the individual to enable their success and it will pay dividends in the future.

Um ponto complementar a esse tópico, penso que é entender o contexto daquele colaborador no momento do suporte. É fundamental levar o contexto em consideração antes de propor uma solução ou uma intervenção. Se tem um colaborador sobrecarregado, faz sentido incluir para ele uma carga de estudo grande? É necessário calibrar as expectativas para dar um direcionamento palpável.

Context and timing are crucial elements that I always keep in mind. I tailor my feedback to fit the individual’s circumstances and choose the right moment to deliver it. I’ve learned that well-timed feedback, given in a context that resonates with the individual, can be incredibly impactful and lead to positive changes.

Always keep this simple rule in mind: it is feedback that you are giving and not some unconnected original communication. Feedback could contain relevant proactive additional communication, but only after ensuring that the primary objective of feedback is served first.

One helpful tip I received and now practice is to ask permission before giving feedback. I found it helps with the mindset that "I gave my permission, therefore I am committed to listening and being open to receiving feedback." Also, for face-to-face feedback discussions, consider the environment. Think along the examples of giving feedback in a coffee shop (public, casual, more relaxed) vs. doing it in a conference room (work setting, official, professional atmosphere). Having the discussion in the office is more appropriate if it is an official feedback/performance review session.

Notieren Sie die wichtigsten Aspekte vor dem Feedbackgespräch, sodass Sie keinen essenziellen Punkt vergessen. Vereinbaren Sie gemeinsam Ziele, die der Feedbacknehmende vorgibt. Natürlich können Sie als Feedbackgeber Vorschläge machen oder bei der Formulierung unterstützen.