In our last article, we explored how to receive feedback constructively, a skill you’ll likely need from the very start of your career. But as you progress, perhaps stepping into leadership or management, the dynamic often shifts. You’ll increasingly find yourself on the other side of the conversation, giving feedback instead of receiving it. Sometimes it will be invited. Other times, it will be necessary to support the development and performance of those you work with.
Giving feedback is one of the trickiest skills in the workplace. Do it poorly, and you risk damaging relationships. Do it well, and you can help someone grow, strengthen trust, and build a culture of collaboration. The good news is that giving feedback doesn’t need to feel daunting, it’s a skill you can learn and refine.
Think before you speak
The best feedback rarely happens on the fly. Even if you’ve been asked for your opinion in the moment, you’ll deliver more useful insights if you’ve had time to prepare. That means clarifying what you want to say, gathering examples to support your points, and choosing the right way to share them, whether in person, online, or in writing. And if you need time, it’s fine to say so. A short pause to collect your thoughts is better than offering feedback that’s rushed or unclear.
Adapt to the individual
Not everyone responds to feedback in the same way. Some people prefer direct, verbal conversations, while others might benefit from a written follow-up. Think about personality, preferences, and context. If you’re not sure, ask how they’d like to receive feedback. The more you tailor your approach, the more likely your message will be received in the way you intend.
Strike the right tone
Effective feedback is as much about the delivery as it is the substance of the message. A supportive tone signals that your intention is to help, not criticise. Even when the message is tough, framing it as an opportunity for growth makes it easier to hear. Similarly, balance matters. Research suggests that it takes multiple instances of positive feedback to outweigh a single negative comment. You don’t need to sugar-coat the truth, but you should acknowledge strengths as well as areas for improvement.
Stick to the facts
Specific examples are more powerful than general impressions. Saying “your presentation felt rushed because you skipped key details” is clearer and more actionable than “you weren’t very engaging.” Focusing on observable facts rather than assumptions also helps keep the conversation constructive and less personal.
Listen as much as you talk
Feedback shouldn’t be a one-way street. Invite the other person to share their perspective. They may have context you’re unaware of, or ideas about how to move forward. By treating feedback as a dialogue, you’re more likely to reach a shared understanding and create space for real change.
Make it part of everyday conversations
Some of the best feedback happens in the moment, not just in formal reviews. A quick suggestion after a meeting or a note of encouragement during a project can be just as valuable as a scheduled session. Building a habit of giving small, timely pieces of feedback fosters continuous improvement, for you and for those around you.
Giving feedback doesn’t mean having all the answers. It means offering observations and suggestions in a way that helps others think, grow, and choose their own path forward. Done well, it’s less about pointing out mistakes and more about opening doors.
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