How to Give Feedback

Tips for people providing feedback as part of the feedback cycle.

1. Start with the right intention: growth, not evaluation

Give feedback with the goal of supporting growth — not judging performance.
Feedback is about development and better collaboration, not pointing out mistakes.

2. Create comfort and choose your words carefully

Make sure the recipient feels safe and understood. Emphasize that you’re sharing your perspective, which may be only part of the picture.
Avoid judgmental language - use words that reflect cooperation and openness.

Instead of saying: “You should”, “You have to”, “You always…”
Try saying: “From my perspective…”, “It might be worth considering…”, “I noticed in a few recent situations…”

3. Be specific – refer to facts and situations

Avoid general opinions. Describe observable behaviors and their impact.
For example:

“In project X, the lack of a status update affected Y. It would be helpful, if next time…”

4. Keep balance – share reinforcing feedback too

Acknowledge strengths and positive behaviors.
Balanced feedback builds trust and makes even critical input feel constructive rather than judgmental.

5. Share feedback continuously, not only during official cycles

Feedback shared on the platform shouldn’t be a surprise - it should summarize what you already discuss regularly.
Good practice is to give feedback in real time, making it a natural part of everyday collaboration.

6. Avoid cognitive biases

Be aware of common thinking traps that affect objectivity:

• First impression bias – judging based on an early encounter.
• Halo / Horn effect – letting one positive or negative trait impact the overall assessment.
• Confirmation bias – filtering information through personal beliefs or assumptions.

Recognizing these mechanisms helps improve the accuracy and fairness of your feedback.

7. Focus on the future – use a feedforward approach

Instead of overanalyzing what has already happened, focus on what can be done differently next time.
Feedback is an opportunity to offer direction, not just summarize the past.

8. Address actions, not the person

Talk about what someone did, not who they are.
This approach increases the chances of a positive response and lasting change.