Here's how you can provide feedback that is both helpful and motivating.

I usually create a quick answerable set of questions that looks like - What was required What is achieved And 2 specific reasons for gap Actions that would have filled the gap. The things are known to everyone! Acceptance is important.

To make it actionable, focus on specific behaviors. Instead of saying "improve communication," say "follow-up emails could benefit from personalization." Don't stop there - provide solutions! Suggest mentioning a prospect's specific pain point or referencing a relevant case study. Data can be your ally - use click-through rates to highlight the impact of personalization. Finally, frame feedback as an opportunity for growth. By focusing on specific behaviors, offering solutions, and emphasizing improvement, you empower your team to hone their skills and close more deals.

Creating an environment where constructive feedback is invited rather than feared is important, often feedback would be given to show inadequacies and flaws in work or character, instead constructive feedback should be more than just a verbal or written note given to someone it should be a clearly communicated and hands on process where you show them the How, What and Why. I also like to show how the feedback points can prove beneficial as there is "power in the proof" of results! This often allows for more receptive environments where feedback is given freely and frequently asked for by employees and amongst coworkers, as it can be actioned faster and as the value can be seen

In my sales experience, vague feedback like "improve communication" is a missed opportunity. Here's a tactic I use: When coaching reps on follow-up emails, I ask them to identify a specific pain point the prospect mentioned during the call. Then, the rep can tailor the email to address that specific pain point, showcasing how your product/service directly solves their problem. This personalized approach gets noticed and increases engagement.

When you give feedback, you have to focus on specific problem and suggest the ways to improve and be respectful. Effective and clear communication also plays a crucial role while sharing feedback

Managers must track performance and giving feedback on monthly basis not just yearly. While giving feedback first you need to align the right time to give it. Feedback can have huge impact for better or worse, depending on time when delivered or received. Having positive attitude while delivering the message, its not about criticizing, its about building opportunities from the missed ones. Feedback must be used to encourage dialogue, emphasize communication that you are a trusted partner toward employee

To build growth strategies we 100 % need positive mindset of force field , specifically mentality of catching opportunities and accelerate positive tactics .. and also never forget obstacles but share it with suggestions solutions.

Desde mi experiencia, hay dos formas de decirle lo mismo a un colaborador: no sos bueno en tal cosa, o, sos mejor en tal otra cosa. En ambas, quiero decir que no ha logrado un buen desempeño en algo. Pero una apunta a lo no logrado y la otra a lo que se valora su aporte en otro campo. Es decir lo mismo en negativo o en positivo. Pero una tiene un impacto reactivo y limitante, mientras que la otra es proactiva y motivante. Desde este enfoque, es más fácil trabajar en esto que hay que mejorar.

Le ton positif est requis pour donner un feedback de renforcement de capacités car il est encourageant. Cela doit constituer pour moi 80% des feedback donnés dans une équipe. Il est tout de même nécessaire de savoir adapter le ton au message à passer. Toutefois, quelque soit le cas, le feedback doit se faire dans un langage respectueux des personnes.

Um feedback dado no momento imediato possui muito mais impacto e impede o efeito "bola de neve", onde o gestor equivocadamente deixa juntar vários pontos de melhorias para comunicar somente de uma vez. Quando a situação já passou e o momento tambem, a memória do ocorrido fica mais vaga e a absorção do colaborador é bem menor. Adicionalmente, dando o feedback no momento do ocorrido evita que o mesmo seja deslegitimizado pelo colaborador, não dando margem para o pensamentos do tipo "se isso era tão importante, porque não me falou na hora?"

El agradecimiento, como el reconocimiento, necesita ser transmitido y afianzado. Si le deseamos un feliz cumpleaños a un amigo, lo más lógico es hacerlo en el día de su cumpleaños. No dos semanas después. Así, nuestro amigo puede ofenderse y la relación complicarse. De tal manera, el reconocimiento a tiempo genera motivación y empuje, produciendo aún mayor compromiso. Pero esto debe hacerse luego de haberse conseguido el logro. Luego no tiene sentido, ya que la persona ha tenido tiempo suficiente de no sentirse cuidada y valorada.

Timeliness in feedback is often overlooked but is a critical component of its effectiveness. Providing feedback shortly after an event occurs reinforces the behavior you want to see and helps correct mistakes before they become habits.

Ser detallista,meticuloso y puntual en nuestras expresiones nos muestra como una persona veraz y en quien se puede confiar..

To feed your strategies and growth plans you need time-bounded feedback and clear deadlines.. no time frames you gain useless feedback.

Always remember that as the employee's manager, their targets, incentives and processes are set by/overseen by you. See your feedback session as a collaborative session to work with the SDR/BDR as opposed to chastise them. 1. Run through the metrics (Dials -> Connects -> Conversations -> Booked Meetings -> Meetings Run -> Qualified Meetings). Figure out where the choke point it. 2. Treat the person you are giving feedback to as someone who is a part of the problem solving process. Ask them to take a stab at why "X metric" is off compared to a prior month/period OR compared to another rep on the team. 3. Chart out a plan that the rep feels is attainable and co-signs on so that they feel ownership. 4. Review progress on the plan weekly!

When giving feedback, I always pair it with actionable solutions. For instance, if a sales rep struggles with time management, I introduce them to the Eisenhower Matrix. This simple tool helps prioritize tasks by urgency and importance. Providing concrete methods like this not only clarifies expectations but also equips team members with practical steps for improvement. This approach fosters a supportive environment where everyone can grow.

Je suis aligné sur l'idée de trouver une solution selon le feedback effectué. En revanche, je suggère dans le cas de la gestion d'une équipe d'adopter une approche coaching pour permettre au concerné de définir la stratégie permettant de résoudre le problème. Ensuite l'aide dans la mise en œuvre si celle-ci est viable. Il est toujours plus motivant de réaliser ce dont on a soi même proposé comme idée.

Feedback isn't just about pointing out flaws—it's a chance to collaborate on growth. In today's digital age, consider using data-driven insights and tech tools to pinpoint areas for improvement. Pair feedback with actionable steps and resources to empower your team's progress effectively.

When feedback highlights an area for improvement, always accompany it with practical solutions or resources. This approach ensures that your team members can take concrete steps toward better performance rather than being left to figure it out alone.

Entièrement d'avis avec le fait que les feedback doivent se faire dans les deux sens. En soi, tous avons besoin de nous améliorer et le feedback est nécessaire. Le manager, doit donner le ton en se montrant receptif, de même que les membres de l'équipe doivent se prêter au jeu... tous devont travailler à une atmosphère qui le favorise.

Consider feedback a field where the ideas can really grow and improve. So it's an exchange not a one-way path. Build together!

Open conversations need to be both ways as the person should feel comfortable and trust that they can be honest as the bravest thing anyone can ask „I need help“, and once you both have a mutual understanding and respect can you grow together

Sales rep has authority and skills to analyze and organize feedback , and can verify it and avoid gamey data .. so dialogue encouragement with sales rep is crucial to filter and setup of feedback .

It is always best to sit with sales rep and discuss the conditions surrounding sales and market atleast fortnightly. Sales rep open up about the processes and hurdles with their suggestions once they are comfortable with the manager. For me it is time well invested. As sales rep are front line warriors having a dialogue with them keeps me updated with their attitude and any hurdles they are facing. Enabling me to efficiently maximise their efforts.

Sé Constante y Regular No esperes a las evaluaciones anuales para dar retroalimentación. La retroalimentación constante y regular ayuda a que las personas se ajusten y mejoren de manera continua. Recuerden que el objetivo de la retroalimentación es ayudar a los demás a crecer y desarrollarse. Con un enfoque positivo y constructivo, podemos fomentar un entorno de trabajo colaborativo y de apoyo, donde todos se sientan valorados y motivados para dar lo mejor de sí.

Absolutely, consistent follow-up and scheduled check-ins are crucial in showing your team that you're committed to their development. By discussing progress and addressing challenges together, you provide essential support that reinforces positive changes and motivates sales reps to strive for success. This ongoing engagement helps create a supportive environment where everyone can grow and achieve their goals effectively.

Feedback is a two-way street. After giving feedback, ask for it in return. This not only shows humility but also fosters a culture of continuous improvement. One example: After a sales presentation, I always ask, "What could I have done better?" This simple question opens up dialogue, builds trust, and shows that I value their opinion. It’s amazing how much you can learn and grow by listening.

Once you give feedback, expect feedback in return. Ask them objectively what can you change, what perspective are you missing out on. And don't go around talking negatively about your team : it reflects on how horrible you are as a manager/mentor.

Team feedback is essential. It helps in correcting the trajectory of the team. Sometimes it also helps you find the hiccups in one's performance and enable them to have a professional bond with the team lead. It takes humility to be at the helm of the team and leading them. Always keep aside your personal liking for particular person and think what you want from your management for yourself. It helps alot in understanding the value of every team member

Não dê feedback apenas quando você identificou que algo pode ser melhorado. Dê feedback também quando você vê que algo foi bem feito. Isso nutre o diálogo, encoraja a mudança, remove as barreiras do processo de feedback e permite que a aceitação dos feedbacks "negativos" seja maior.