Performance Review Templates Page 23
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355. FOCUS FEEDBACK AT AN APPROPRIATE TIME AND PLACE
Well-timed feedback also involves emotional reactions. Think about the receiver’s readiness to hear
what you have to say. Excellent feedback may do more harm than good if it’s at the wrong place or
time. (As a general rule, praise in public and criticize in private.)
6. FOCUS FEEDBACK ON A BEHAVIOR THAT THE RECEIVER CAN CHANGE
The feedback will be more useful if the person can change his or her behavior. Feedback on things
that are difficult or impossible to change only frustrates the receiver. For example, telling someone to
switch supervisors may not be very realistic, or, a more personal example, telling a person that his or
her stuttering makes them difficult to understand, would be frustrating.
7. FOCUS FEEDBACK ON THE AMOUNT OF INFORMATION THE PERSON CAN USE RATHER
THAN THE AMOUNT YOU MIGHT LIKE TO GIVE
Sometimes “less is more.” Giving too much feedback can be ineffective. Keep it simple.
8. FOCUS FEEDBACK ON THE VALUE IT HAS FOR THE RECEIVER NOT ON HOW IT WILL
MAKE YOU FEEL
When giving feedback, think about how it will be received. Feedback can be destructive when it only
makes the sender feel better and does not consider what the receiver might feel.
9. FOCUS FEEDBACK ON IDEA SHARING RATHER THAN GIVING ADVICE
When we share our information and ideas this allows the person to use what may be best for them.
Giving advice tells a person what they should do with the ideas or information. Feedback is best
received when it is asked for rather than when it is forced upon a person. Sometimes, however, (such
as in the case of a relationship between a supervisor and an employee) it may be necessary to give
unsolicited feedback.
10. CHECK OUT THE FEEDBACK WITH THE RECEIVER
Once you give feedback, make sure the receiver understands it. Likewise, the receiver needs to
make sure he or she understands. The sender may mean one thing and the receiver may understand
it differently. One might say to the receiver, “I am not sure I was clear in what I said. What did you
hear me say?” Or the receiver might say, “This is what I heard. Is that correct?” The difference
between what is meant, what is said, and what is heard are major barriers to effective
communication.
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