Manager's Toolkit #3: "The Feedback Formula: Giving Criticism That Actually Improves Performance"
Stop dancing around the issue. Learn how to deliver feedback that helps people grow without making them want to run away.
Ever notice how some feedback conversations leave you feeling energised while others make you want to hide under your desk (or flip your desk)? The difference isn't luck. It's technique.
Most managers get feedback wrong. They sandwich criticism between compliments, speak in vague terms, or wait until review season to mention issues.
Let's fix that.
Good feedback isn't about making people work harder. It's about helping them grow. When someone understands how to improve, they feel valued and supported.
The feedback formula
Here's a simple approach that works:
Be specific about the behaviour
Explain the impact
Ask questions and listen
Agree on next steps together
Let's break this down.
Be specific about the behaviour
Vague feedback is useless feedback. "Your presentations need work" tells someone nothing useful. What exactly needs improving?
Try instead: "In yesterday's client meeting, you read directly from your slides rather than engaging with the audience."
This focuses on observable behaviour, not personal traits. The person knows exactly what to address and will feel less like you’ve had a jab at them.
Or “In the staff meeting this morning, you cut Susie off just as she was about to ask a question.” instead of “You were rude to Susie this morning.”
Explain the impact
People need to understand why the behaviour matters. "When you read from slides, the clients seemed disengaged. Three of them checked their phones, and we didn't get the follow-up questions we hoped for."
Now they can see the ripple effects of their actions. The stakes become clear without blame or judgment.
Or this: “After Susie was cut off in the staff meeting yesterday she didn’t say another word for the rest of the session.”
Ask questions and listen
After delivering your observations, stop talking. Ask: "What's your take on this?" "What do you think led to this situation?" "How might you approach it differently next time?"
This transforms the conversation from a one-way critique to a collaborative discussion. You might learn about obstacles you weren't aware of.
"I was nervous because I hadn't received the data until an hour before the presentation." or “I didn’t see Susie had her hand up because I was excited to plan out the project, I’ll make sure I talk to her before the end of the day".”
This context changes everything. Now you can problem-solve together rather than simply pointing out flaws.
Agree on next steps together
End with clear, actionable steps.
"For the next presentation, let's ensure you have materials 24 hours in advance. Would practicing with me beforehand help?"
“In the next session, pause before you jump in and see if anyone else wants to speak up.”
Document what you've agreed, set a timeframe, and plan when you'll check in on progress.
Timing matters
Don't save feedback for formal reviews. Deliver it as close to the event as possible, when details are fresh. But choose your moment. Feedback given in the heat of emotion rarely lands well. Wait until you're both calm, but not so long that the moment loses relevance.
Private settings work best. No one performs better after public criticism and, if the public miss some context, you may end up looking line an ass.
Practice makes better
Start with small feedback conversations. Notice what works. Each time will feel easier than the last.
Remember that feedback is a skill—for both giving and receiving. Be patient with yourself and others as you build this muscle.
Some people may react defensively at first. That's normal. Give them space to process, then return to the conversation when emotions have settled.
The feedback loop
Always follow up. When you notice improvement, acknowledge it specifically:
"I noticed how you engaged the client with questions during today's presentation. They were much more responsive, and we've already received a follow-up email."
And: “Susie provided some excellent perspective on our issue today because you left space for others to talk.”
This completes the loop and reinforces positive change.
Make it a habit
The best managers make feedback part of everyday work, not a special event. Small course corrections prevent the need for major interventions later. Regular feedback helps people feel secure. They know where they stand and don't have to guess if they're meeting expectations. When feedback becomes normal, people stop fearing it and start seeking it out.
And that's when real growth happens.