How can you give constructive feedback to your peers?

Nicht jeder will Feedback. Also frage ich erstmal. Und selbst die Frage muss in die Umgebung passen. Wenn jemand gestresst ist, brauche ich es gar nicht erst zu probieren.

I think the key here is to balance your feedback. Make sure you put your point across however don't be overly judgemental, or criticizing. Also add a a perspective on how it could have helped if he /she did it in a particular way. Mention the positive sides of the latter's approach.

To give constructive feedback to peers, start with honesty and integrity, as these are foundational in any professional setting. Ensure your feedback is purely constructive, focusing on areas of improvement with actionable suggestions. Before offering feedback, it's crucial to seek consent from your peers, respecting their readiness to receive and engage with your insights. This approach fosters a respectful and productive environment for growth and development.

Before you’ll prepare any feedback, before you’ll drop any word, any letter, you need to understand which culture your team member belongs to. The reason is, that the people from different countries and cultures acting differently in the feedback process. If you never met this fact before, I suggest you to read the book Culture Map written by @ErinMeyer

In my experience, it is first good to know what is your peer's headspace. Is the area/topic very personal to them? Also, how much do you know and/or understand about the surrounding circumstances of what you are about to give feedback? Data/information is key to ensure you are crafting an informed approach. Then appreciate you are speaking with a peer who may or may not be receptive or ready to be receptive. Can you place yourself in their shoes so that what you say is heard rather than reacted to? Be clear with your lexicon. Try to highlight positives along with areas of consideration. Perhaps share a similar situation in which you learned from...and always remember that we are human, so, as you discuss continue to "read the room".

Always a close room discussion will help both. Feedback should be given as soon as possible, always try to use the sandwich method while giving feedback, start with positive feedback then scope of improvement then again the positive feedback. This will help.

Feedback needs to be given in 1:1 conversation and the there is one question to be asked in the begining that changes a lot! "I woud like to offer you my perspective, is there a good time for it? Asking for the permission "opens the doors" and establish partnership relation even there might be tought aspects to be shared.

Effective feedback is not just about what one may say but also when and where. I have found the right timing and location for feedback conversations can make all the difference in how well it's received and acted upon. My goal of feedback is to support each other's success: a key to create a culture of constructive feedback that fosters growth and collaboration. #feedback #communication #leadership

For a formal feedback you should also allow both parties to prepare. You might also share a hint about the situation or topic you want to talk about. A private and trustful atmosphere helps to focus on the feedback without interference. When giving a situation based direct feedback, make sure to still do it privately as long as you do not only want to celebrate

A escolha do local acredito que pode ter variações, mas a hora certa muito menos... pois quanto mais próximo do momento do ocorrido mais fácil será o engajamento de quem está recebendo o feedback, o tal do feedback "pão quente" faz muito mais sentido. Não dá para gaurdar feedback e ressuscitar situações antigas, pois vai parecer muito mais como uma justificativa para algo que está sendo alinhado do que o verdadeiro interesse em gerar evolução.

In consulting, we use feedback continuously. Add-hoc feedback in typical day-to-day situations, project feedback at the end of a project and mid-year and year-end feedback as part of performance management. Therefore it is essential to do it right. We have a clear guidance that there should be a 2-1 ratio between positive feedback/praise and constructive development feedback. Works quite well!

As an instructor, in my previous life, I used the bathtub method. Basically the principle is the same. 1. When providing feedback start off by highlighting what went well and the strength areas of the individual. 2. Then you can point out the weak points, what went wrong and potential critical issues. Mention the facts, elements that can be objectively evaluated. 3. Discuss about solutions, improvement areas and focus on the individual development. Show how by harnessing personal qualities and skills those problems can be overcome and, when applicable, offer your help to sustain a continuous improvement pathway.

Before giving feedback, build trust and focus on the work, not the person. Choose a private setting. While giving it, be specific, starting with their strengths and offering solutions. Use "I" statements and be respectful. Afterwards, encourage dialogue and be open to their feedback. Check in later for support. Remember, aim to help, not criticize.

The sandwich method of feedback has been shown to increase resistance. It is an ancient management technique that should be discarded like the soiled wrapper on yesterday's burger. With the sandwich method, when you give a compliment, people learn to wait for the critique. Often, they don't hear anything else. Instead, if you have praise, share it - in the moment, if possible. Separately, if there is a need for constructive feedback, deliver it with care and empathy - and in an appropriate setting. And check your ego at the door. You may not have complete information or all the answers. If you truly want to help your peer improve, ask how you can best support their success.

When using the sandwich method, the positive feedback might overlay the constructive part. As much as avoidance of de-motivation is crucial, the constructive part needs to be clear and straight. I found that peers favor a respectful but open conversation

Eine Führungskraft sollte Feedback Gespräche stets nutzen, nicht nur um selber Ratschläge & Kritik zu üben, sondern um selber den Spiegel hingehalten zubekommen & das Feedback zur Selbstoptimierung zu nutzen. Es ist empfehlenswert, Feedback Gespräche jedoch nur in gegenseitigem Einvernehmen zu praktizieren. Ein Feedback Gespräch sollte stets gefüllt sein mit viel Empathie & mit einem Maß an Ausgewogenheit abgehalten werden. Am Ende des Tages ist es ein sehr persönlicher Akt & ein Raum von „Neutralität“ & absolutem Vertrauen muss gegeben sein. Wenn sich bspw. der Mitarbeiter mitteilt & auch kritische Äußerungen tätigt, sollten diese vor allem für die Führungskraft als „Geschenk“ betrachtet & niemals negativ bewertet werden.

I certainly agree that when giving constructive feedback, particularly in the hotel industry, it is vital to listen and empathise with your peers and associates. Acknowledge their challenges, appreciate their efforts, and recognise their strengths. Consider the specific factors of the hotel industry, such as high customer expectations and the need for multitasking. Tailor your feedback to their roles and responsibilities, and emphasise how their growth contributes to guest satisfaction and overall success. Utilise the feedback sandwich technique, sandwiching improvement areas between positive comments. By incorporating empathy, your feedback becomes more relevant, effective, and supportive.

Empathetic listening requires being fully present, avoiding distractions, and using eye contact to demonstrate your engaged attention. Ask questions to understand deeper issues and emotions behind the words. Paraphrase what you hear to check comprehension, while avoiding judgments that shut down openness. Pay attention to nonverbal cues like tone and body language. Allow silences, and express care through affirmations that you value their willingness to share. True listening creates psychological safety within teams by making people feel heard, facilitating trust and collaborative problem-solving. Deliberately practicing these behaviors, though effortful, pays huge dividends for managers who want to truly listen and empathize.

As a manager, navigating feedback conversations where perspectives diverge requires a thoughtful approach to be effective. It's very helpful to anchor these discussions in mutual agreement, especially on points uniquely shared, recognized, or understood between you and your employee. Starting from this shared understanding, I 'show my work,' mapping my thought process from our common ground to the contested feedback. This conversation must be deeply rooted in empathy and balance, ensuring the gap in the discussion is not just heard but felt as a supportive guide for growth.

Active listening is key! Clarify understanding through summarizing what you heard and ask questions to clarify what you did not. Never interrupt and keep the attention. Never say ‘this is not working or not right’. If you want to give another perspective always use the ‘yes and and ….’. It gives a complementary perspective rather than denies the other person’s perspective.

Feedback ist für mich wie meine Marathon Vorbereitung. Wichtig hierbei sind Kontinuität, Fleiß und Variation! Das „dran bleiben“ und das ermutigen der Kollegen stets ein konstruktives Feedback auch selber zu gegeben ist für mich entscheidend, zum einem für den persönlichen Wachstum und vor allem für die Entwicklung der beruflichen Beziehung zwischen den Mitarbeitenden und dem Vorgesetzten. Denn nur wer Vertrauen aufbaut und eine konstante Kommunikation pflegt, ermöglicht es, den Fortschritt zu steigern und vor allem Probleme kurzfristig zu lösen! Hierbei ist es wichtig, dass man die Erfolge die nach bspw. einem Feedback-Moment passiert sind, auch gemeinsam zu feiern.

Following up and supporting peers after providing constructive feedback is crucial for fostering growth and development. Consistent communication allows for monitoring progress, addressing any lingering issues, and providing additional guidance as necessary. Celebrating achievements and praising improvements not only reinforces positive behaviors but also encourages continuous growth and effort. By demonstrating genuine care and willingness to support their success, you build trust and strengthen the relationship with your peer, creating a collaborative environment where feedback is seen as a tool for personal and professional development rather than criticism.

Don't be afraid to follow up and provide positive feedback on team members contributions. If you need clarification on a point or two ask them - I was thinking about what you said - help me understand.... If you determine that maybe you were less than cordial in you comments say - I've been thinking and maybe I could have said that different - what do you think. Chances are you're going to be working with your peers for a long time - they'll need your support just as much as you'll need theirs. Ensuring you can openly communicate with and support each other will go a long way to a healthy and happy work environment.

Feedback is a gift, but only if it's wrapped in empathy and specificity. Effective feedback should be clear, actionable, and constructive, focusing on growth rather than criticism. Meanwhile, support goes beyond just giving advice - it's about actively listening, offering resources, and empowering others to take ownership of their development. Let's aim to be feedback ninjas, delivering insights with kindness and care. #Feedback #Support #Growth

Leaders have the privilege of guiding teams in pursuit of exceptional results, and they need to adapt to the evolving understanding of their team members, especially from Generation Z. I've discovered that success goes beyond numbers; it's rooted in the passion, energy, and empathy we invest in our work. As leaders, our challenge is to create a collaborative and humane environment where everyone feels valued. Feedback is a valuable tool to drive development and motivation. Leaders should support and guide their team members in building both individual and collective purpose while always nurturing their Great Potential. Qualities to delivering results, driving change, and developing people should be at the forefront of effective management.

Maybe it is different in my culture, but i think you first need to earn the respect of the person you are giving feedback to. You can’t just follow this formula in the article. You must have the credibility and/or relationship to be able to do so, out of friendship, because you have helped him before, or he has helped you before.

All the previous steps are notably important for providing feedback to peers. However, I would highlight the importance, in the corporate world, of demonstrating humility to learn and ask for help, and this is done by applying in practice, not by asking or ordering it to be done. Therefore, in an increasingly polarized world, leading by placing humility as one of your skills as a leader is vital for the formation of high-performance teams capable of growing together with cross feedback.

Giving feedback to your pals should be smooth and supportive. Start by highlighting their strengths, so they feel pumped up. Let them know what they're rocking at before diving into the areas where they could level up. Whether it's sharing tips you've picked up along the way or offering to lend a hand, show them you've got their back and you're rooting for their success. So, keep the vibes positive and the feedback flowing – your pals will thank you for it, and who knows, they might even return the favor someday!

If you have to launch into a difficult peer conversations and give hard feedback - I prefer starting with “are you okay?” “This [behavior] seemed way off from what we usually expect from you… what’s going on” - that sets the tone pretty quickly and also starts the conversation in a compassionate place - especially if something is wrong - now you can be there for the person and get to the root cause of what caused the behavior.

Constructive feedback is not criticizing. It is an honest feedback that helps the person receiving the feedback grow. One must remember that the feedback should not demotivate or hurt the person receiving the feedback. It is meant to motivate and provide direction to the person.