When I began coaching David, a newly promoted team leader, he was struggling with a familiar issue: one of his employees was consistently missing deadlines and showing up unprepared for meetings. David didn’t want to seem overly critical or micromanaging, so he kept giving vague encouragement like “Let’s stay on top of things” or “Try to be more proactive.” But nothing changed. Without clear, specific feedback, the employee didn’t realize the seriousness of the problem, or how to improve.
David’s situation is common — and avoidable. One of the most important responsibilities a leader holds is to give feedback that is clear, timely and constructive feedback. When done well, feedback improves performance, strengthens relationships and boosts engagement. When avoided or delivered poorly, it leads to confusion, frustration and missed expectations. If you want to give feedback that truly drives results, here are five best practices to help you deliver it effectively.
Be constructive – Focus on the what, not the who
Before you give feedback, ask yourself: What specific behavior do I want to reinforce or redirect? The more targeted you are, the more useful your feedback becomes. Use behavior-based language, not personality traits. This ensures the conversation stays focused on something the employee can change, rather than feeling like a personal attack. The goal is to help them succeed, not to label or judge.
- Instead of: “You’re not a team player.”
- Say: “In the last three meetings, you haven’t shared your updates. What’s getting in the way?”
Pro Tip: Frame feedback around impact. (“When you do X, it affects Y.”) This helps employees understand not just what to change, but why it matters — and why it’s worth the effort.
Be positive – Don’t just correct, reinforce what’s working
It’s a mistake to treat feedback only as a tool for fixing problems. When you give feedback, positive reinforcement can be just as powerful — sometimes even more so — because it builds trust, confidence and motivation. Employees want to know what they’re doing well, so they can double down on it. Acknowledging wins also creates psychological safety, which makes it easier for employees to accept and act on future redirection. Don’t wait for formal reviews to recognize excellence — make it a regular part of how you lead.
- Instead of: “Good job.”
- Say: “That solution you shared saved us hours — thank you!”
Pro Tip: Keep a running list of each employee’s recent wins. That way, you’re ready to reinforce strengths and build confidence — without falling back on the outdated “feedback sandwich.”
Be timely – Address issues while they’re fresh
The longer you wait to give feedback, the less effective it becomes. Delayed feedback leads to confusion and missed opportunities to course-correct or reinforce great work. Timely feedback — delivered close to the moment — helps the employee connect the dots between what happened and what needs to change or continue. It also prevents minor issues from growing into bigger ones. Think of it as a leadership habit, not a one-off event.
- Instead of: “Last quarter, you struggled with time management.”
- Say: “This week, your deliverables were late twice. Is something getting in the way of your workflow?”
Pro Tip: Schedule quick feedback moments weekly — even five minutes after a meeting or project wrap-up can shift performance and mindset fast.
Be collaborative – Make feedback a dialogue, not a download
When you give feedback, it shouldn’t feel like a monologue — it should feel like a partnership. When employees are invited into the conversation, they feel more empowered and invested in making changes. This approach also gives you access to valuable context that you might not have considered. It’s not about telling someone what to fix; it’s about working together to identify what’s getting in the way and how to move forward.
- Instead of: “You need to communicate better with stakeholders.”
- Say: “I’ve noticed some confusion from stakeholders lately. What challenges are you running into, and how can we solve them together?”
Pro Tip: Ask open-ended questions like “How do you see it?” or “What support would be most helpful right now?” This encourages ownership and shared problem-solving.
Be invested – Follow through and strengthen the relationship
When you give feedback, don’t think of it as a one-and-done moment — it’s part of an ongoing relationship. Employees want to know that you’re not just pointing something out and moving on — they want to feel supported as they work through change. Make time to check in, revisit the topic and celebrate progress. Your follow-through sends a powerful message: I’m here, I care and I see your effort.
- Instead of: Giving feedback once and forgetting about it.
- Say: “How’s it going since we talked about your presentation style? What’s working well? What’s still challenging?”
Pro tip: Schedule a follow-up a week or two after you give feedback. Even a short check-in keeps the conversation alive and shows that you’re truly invested in their growth.
Make feedback part of your leadership identity
Your employees want feedback. They want to improve, contribute, and feel seen. And they want leaders who know how to give feedback that is clear, kind and actionable. When done well, feedback builds trust, boosts performance and creates a culture of growth.
And like any leadership skill, the ability to give feedback can, and should, be developed. Practice it. Reflect on it. Get coaching on it. Because when you learn to deliver feedback that lands — clearly, compassionately and consistently — you don’t just develop others. You become the kind of leader people never forget.
Opinions expressed by SmartBrief contributors are their own.
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