Here's how you can give feedback that is specific, actionable, and behavior-focused instead of personal.

To give feedback that is specific, actionable, and behavior-focused, start by clearly describing the observed behavior, not the person. Use concrete examples to illustrate your points. For instance, instead of saying, "You're not a team player," say, "In the last meeting, you interrupted others multiple times, which can hinder team collaboration." Next, explain the impact of the behavior on the team or project. Finally, provide actionable suggestions for improvement, such as, "Try to listen fully before responding, and allow others to finish their points." This approach ensures feedback is constructive, objective, and geared towards positive change.

Be specific, make it actionable, show empathy, and make it clear you care about the person you are dialoguing with. Chasteneth with mercy and compassion those we care for

To make feedback actionable, the first goal is to provide a base of feedback that outlines the current situation and what observable behavior has led to it. Then, use that base as a jumping off point to outline what’s missing, and why. That gives us clarity on the status quo, which allows for the development of objectives based on what is needed. Finally, using our list of needs and associated objectives, we can develop a plan for how to move forward using measurable steps with clear tasking and expectations.

Offer realistic actionable recommendations for improvement by describing the changes you'd like to see and how they can be achieved. It's a best practice to make time for touch base points to gauge progress.

Consider the negative impact an individual's actions is having on the team/organization. Think about the specific behaviors that are at the root. Describe these observations directly (note- avoid second or third-handed information or personal feelings). Also, consider the desired outcome in order to later have healthy dialogue around these topics. Lastly, guide the conversation towards a solution w/actionable steps that can also be recognized as progress when met.

When providing feedback, timing is essential. The employee needs to be receptive to feedback. To that end, asking them if they are ready for a feedback conversation, or better yet scheduling a specific time, will ensure that neither of you are distracted and in the appropriate frame of mind. Simply delivering feedback on your own schedule may not have the desired effect, or even convey the desired message.