Tips for giving feedback

• Give feedback as soon as possible after observing performance. Wait only if doing so is necessary to gather necessary information. On the other hand, if the behavior you've observed was particularly upsetting, consider waiting until you've calmed down before providing feedback.
• Don't use feedback simply to underscore poor performance. Also provide feedback on work that is done well—you'll help your employee learn from what he or she did right.
• Focus feedback on behavior, not character or personality. Emphasizing behavior helps prevent the other person from feeling personally attacked.
• Avoid generalizations. Instead of saying, "You did a great job during the meeting," offer feedback that is more specific, such as "The graphics in your presentation really communicated the message."
• Describe the other person's behavior and its impact on projects and/or coworkers. You'll help the person see why it's important to address problem behavior.
• Focus feedback on factors that the other person can control. Feedback on factors that he or she cannot control is not constructive.
• Keep feedback focused on issues that your employee can rework or improve in the future.
• If a troubling behavior or action was a one-time event, consider letting it go.
• Be sincere. Give feedback with the clear intent of helping the person improve.
• Give feedback as often as necessary.