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Giving Effective Feedback
Whether you’re dealing with a problem employee or praising the good work of a colleague, you need to communicate in a way that promotes positive change in others. Giving Effective Feedback quickly walks you through the basics of delivering feedback that gets results, including:
• Choosing the right time to talk
• Engaging in productive dialogue
• Helping both star and struggling performers
• Developing a plan for effective follow-up
About HBR's 20-Minute Manager Series:
Don't have much time? Get up to speed fast on the most essential business skills with HBR's 20-Minute Manager series. Whether you need a crash course or a brief refresher, each book in the series is a concise, practical primer that will help you brush up on a key management topic.
Advice you can quickly read and apply, for ambitious professionals and aspiring executives—from the most trusted source in business. Also available as an ebook.
• Choosing the right time to talk
• Engaging in productive dialogue
• Helping both star and struggling performers
• Developing a plan for effective follow-up
About HBR's 20-Minute Manager Series:
Don't have much time? Get up to speed fast on the most essential business skills with HBR's 20-Minute Manager series. Whether you need a crash course or a brief refresher, each book in the series is a concise, practical primer that will help you brush up on a key management topic.
Advice you can quickly read and apply, for ambitious professionals and aspiring executives—from the most trusted source in business. Also available as an ebook.
114 pages, Kindle Edition
First published October 21, 2014
57 people are currently reading
573 people want to read
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Displaying 1 - 30 of 39 reviews
October 10, 2023
Feedback is something that helps to enhance communication and relationship positively if we do it correctly. If we do it incorrectly, it can backfire and permanently damage the communication between your manager and us.
This book enables us to share the feedback in the correct contest in the right way by giving enough importance to the recipient. Essential techniques like paraphrasing what the others said will enable us to provide positive feedback in the best way possible.
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This book enables us to share the feedback in the correct contest in the right way by giving enough importance to the recipient. Essential techniques like paraphrasing what the others said will enable us to provide positive feedback in the best way possible.
"There is no foolproof formula while giving feedback as individual circumstances and personalities will determine the best course of action. But these principles can help. Sit without obstacles such as tables and desks between you. Avoid interruptions. Silence your phone. Focus completely on the person you are speaking with. Show confidence in the feedback you provide, but don't be patronizing and judgemental."
—————————————————————————
You can also follow me on
Instagram ID - Dasfill | YouTube Channel ID - Dasfill | YouTube Health Channel ID - Dasfill - Health | YouTube Malayalam Channel ID - Dasfill - Malayalam | Threads ID - Dasfill | X ID - Dasfill1 | Snapchat ID - Dasfill | Facebook ID - Dasfill | TikTok ID - Dasfill1
July 10, 2022
#84 of 100 self help books
Good
Good
August 23, 2020
Giving feedback is akin to a negotiation - it is a daunting task, which needs to be handled tactfully (and all of us intuitively believe that we are really good at it).
Both parties need to be in consonance. One wrong move can impair the relation between the manager and the subordinate and both will end worse-off than they were before the feedback meeting.
Key insights:
• What makes a feedback effective?
• It is shared frequently and in context.
• It aims to achieve a specifi c outcome.
• It is realistic in its expectations.
• It shows respect for the recipient.
• It is a two-way conversation.
• It is expressed as a point of view, rather than an
absolute truth.
• It assumes an opportunity for follow-up.
• Providing feedback is not merely a hoop to jump through when the time for performance
reviews rolls around. It should be an ongoing process woven into the fabric of everyday work.
• Avoid giving feedback in these circum - stances:
• When you do not have all the information
about a given incident
• When the only feedback you can offer concerns
factors that the recipient cannot easily change
or control
• When the person who needs the feedback
appears to be highly emotional or especially
vulnerable immediately after a diffi cult event
• When you do not have the time or the patience
to deliver the feedback in a calm and thorough
manner
• When the feedback is based on your personal
preference, not a need for more effective
behavior
Giving Eff ective Feedback
16
• When you have not yet formulated a possible
solution to help the feedback recipient move
forward
• Giving feedback is to influence the following. The following is ranked in ascending order of difficulty to influence (easy to influence to difficult to influence)
o Job Skills
o Time & work management
o Knowledge
o Attitudes
o Habits
o Personality traits
Feedback is most likely to affect learning, growth,
and change in areas that least threaten the recipient’s
sense of self-worth. Feedback about attitudes, habits,
and personality traits can hit close to home. Does
that mean you should not try to infl uence the behavior
of a person who, for instance, wholly dislikes
collaboration? Of course not. But it will be more effective
to direct your efforts toward, say, getting that
person to follow clearly outlined steps in a collaboration
protocol rather than making a blanket demand
that she “learn to enjoy teamwork.”
• Difference between Feedback, Coaching and Performance Appraisals
o Feedback – to reinforce or change behavior
o Coaching – to improve skills
o Performance appraisals – to evaluate past work
• Feedback session checklist
o One-line overview – eg. – your subordinate Mr. X was rude to the customer
o Objective report of the behavior – customer screamed at Mr. X. He retaliated
o Objective report of the effect on the team or project – others sitting beside Mr.X were disturbed. Reputation of the company will be tarnished
o Potential objections to the objection report & how you will address them – mr. X may deny that he spoke rudely. If he does, tell him about the corroborative evidence of the witnesses
o Discussion plan – provide facts, listen to Mr. X’s version of events, make clear that rude behavior will not be tolerated, ruminate & decide way forward
o Possible barriers to the feedback – he may get angry with this feedback point
o Ways to overcome the barrier – don’t judge. Listen to his point of view
o What questions do you have – what really transpired? How can he avoid losing control in the future if such situations arise
o What questions might you be asked – he may ask “what to do in the future”, “what sort of behavior qualified as rudeness”
o Desired short-term results – have him committed & friendly to the customer
o Desired long-term results – find a way to make the job for him less frustrating
• Tip for giving positive feedback
When you’re giving positive feedback, sending
good early signals is usually not diffi cult. The very
context—that you want to say something complimentary—
is often enough. Identify what you’re praising
in specifi c terms. For example, “Maria, you did a great
job on the Simmons project this past week. I was particularly
impressed with how you handled the client’s
concerns about deadlines and the action plan you developed
in response. I’d like to show what you did to
the rest of the team.” Don’t end there. Ask Maria what
allowed her to do such a great job. You may discover
gems you didn’t anticipate.
• Tip for giving corrective feedback
Let’s return to the example with Judy. You might
be tempted to begin the conversation by summarizing
what you’ve heard and laying down the law: “Judy,
I’ve heard from a customer that you were rude
to him last week, and a few other team members
overheard and agreed. You just can’t speak that
way to a customer. What do you have to say for yourself?”
This sort of approach is likely to make Judy
defensive and isn’t going to make her any less angry
and anxious than she may already be (as you will have
identified in your prep work).
Instead, you might start the conversation in the
following way to remove some of the barriers you
identified: “Judy, you know we’re here to discuss what happened on your customer call earlier this week.
I’d first like to share the information I have about
the situation, and then I want to hear your point of
view. After that, we can discuss what to do next. How
does that sound to you?” Because you opened the discussion
in this way, Judy can immediately see it as
a two-sided conversation and understand that you
aim to work with her to find the right solution to the
problem. She’ll know that she will have a chance to be
heard, and that may make her feel less angry and anxious
and more respected. You can then describe your
understanding of the incident and encourage her to
share her point of view.
• Listen actively, monitor non-verbal cues & your own reaction, PARAPHRASE WHAT SHE SAID
• Paraphrase what the recipient says. By restating
her response in different words, you show
the other person that you have understood her
point. If anything is unclear, ask more questions
until both of you are on the same page.
• For eg- if employee comes late everyday, ask her, see if alternative time schedule can be arranged/ if she can work from home for 2-3 days a week
• Check-in regularly, ask her to describe her progress, be explicit about the improvements you are noticing – offer praise and reinforcement to bolster her progress,
• How to evaluate feedback process – 3 stages – Process, Relationship & Results
Process
Planning the feedback
Initiating the meeting
Discussing pertinent points
Listening to the recipient
Developing an action plan
Relationship
Communication style
Recipient’s reaction
Level of mutual trust and respect
Results
Impact of changes
Timeliness of changes
Expectations and progress
Both parties need to be in consonance. One wrong move can impair the relation between the manager and the subordinate and both will end worse-off than they were before the feedback meeting.
Key insights:
• What makes a feedback effective?
• It is shared frequently and in context.
• It aims to achieve a specifi c outcome.
• It is realistic in its expectations.
• It shows respect for the recipient.
• It is a two-way conversation.
• It is expressed as a point of view, rather than an
absolute truth.
• It assumes an opportunity for follow-up.
• Providing feedback is not merely a hoop to jump through when the time for performance
reviews rolls around. It should be an ongoing process woven into the fabric of everyday work.
• Avoid giving feedback in these circum - stances:
• When you do not have all the information
about a given incident
• When the only feedback you can offer concerns
factors that the recipient cannot easily change
or control
• When the person who needs the feedback
appears to be highly emotional or especially
vulnerable immediately after a diffi cult event
• When you do not have the time or the patience
to deliver the feedback in a calm and thorough
manner
• When the feedback is based on your personal
preference, not a need for more effective
behavior
Giving Eff ective Feedback
16
• When you have not yet formulated a possible
solution to help the feedback recipient move
forward
• Giving feedback is to influence the following. The following is ranked in ascending order of difficulty to influence (easy to influence to difficult to influence)
o Job Skills
o Time & work management
o Knowledge
o Attitudes
o Habits
o Personality traits
Feedback is most likely to affect learning, growth,
and change in areas that least threaten the recipient’s
sense of self-worth. Feedback about attitudes, habits,
and personality traits can hit close to home. Does
that mean you should not try to infl uence the behavior
of a person who, for instance, wholly dislikes
collaboration? Of course not. But it will be more effective
to direct your efforts toward, say, getting that
person to follow clearly outlined steps in a collaboration
protocol rather than making a blanket demand
that she “learn to enjoy teamwork.”
• Difference between Feedback, Coaching and Performance Appraisals
o Feedback – to reinforce or change behavior
o Coaching – to improve skills
o Performance appraisals – to evaluate past work
• Feedback session checklist
o One-line overview – eg. – your subordinate Mr. X was rude to the customer
o Objective report of the behavior – customer screamed at Mr. X. He retaliated
o Objective report of the effect on the team or project – others sitting beside Mr.X were disturbed. Reputation of the company will be tarnished
o Potential objections to the objection report & how you will address them – mr. X may deny that he spoke rudely. If he does, tell him about the corroborative evidence of the witnesses
o Discussion plan – provide facts, listen to Mr. X’s version of events, make clear that rude behavior will not be tolerated, ruminate & decide way forward
o Possible barriers to the feedback – he may get angry with this feedback point
o Ways to overcome the barrier – don’t judge. Listen to his point of view
o What questions do you have – what really transpired? How can he avoid losing control in the future if such situations arise
o What questions might you be asked – he may ask “what to do in the future”, “what sort of behavior qualified as rudeness”
o Desired short-term results – have him committed & friendly to the customer
o Desired long-term results – find a way to make the job for him less frustrating
• Tip for giving positive feedback
When you’re giving positive feedback, sending
good early signals is usually not diffi cult. The very
context—that you want to say something complimentary—
is often enough. Identify what you’re praising
in specifi c terms. For example, “Maria, you did a great
job on the Simmons project this past week. I was particularly
impressed with how you handled the client’s
concerns about deadlines and the action plan you developed
in response. I’d like to show what you did to
the rest of the team.” Don’t end there. Ask Maria what
allowed her to do such a great job. You may discover
gems you didn’t anticipate.
• Tip for giving corrective feedback
Let’s return to the example with Judy. You might
be tempted to begin the conversation by summarizing
what you’ve heard and laying down the law: “Judy,
I’ve heard from a customer that you were rude
to him last week, and a few other team members
overheard and agreed. You just can’t speak that
way to a customer. What do you have to say for yourself?”
This sort of approach is likely to make Judy
defensive and isn’t going to make her any less angry
and anxious than she may already be (as you will have
identified in your prep work).
Instead, you might start the conversation in the
following way to remove some of the barriers you
identified: “Judy, you know we’re here to discuss what happened on your customer call earlier this week.
I’d first like to share the information I have about
the situation, and then I want to hear your point of
view. After that, we can discuss what to do next. How
does that sound to you?” Because you opened the discussion
in this way, Judy can immediately see it as
a two-sided conversation and understand that you
aim to work with her to find the right solution to the
problem. She’ll know that she will have a chance to be
heard, and that may make her feel less angry and anxious
and more respected. You can then describe your
understanding of the incident and encourage her to
share her point of view.
• Listen actively, monitor non-verbal cues & your own reaction, PARAPHRASE WHAT SHE SAID
• Paraphrase what the recipient says. By restating
her response in different words, you show
the other person that you have understood her
point. If anything is unclear, ask more questions
until both of you are on the same page.
• For eg- if employee comes late everyday, ask her, see if alternative time schedule can be arranged/ if she can work from home for 2-3 days a week
• Check-in regularly, ask her to describe her progress, be explicit about the improvements you are noticing – offer praise and reinforcement to bolster her progress,
• How to evaluate feedback process – 3 stages – Process, Relationship & Results
Process
Planning the feedback
Initiating the meeting
Discussing pertinent points
Listening to the recipient
Developing an action plan
Relationship
Communication style
Recipient’s reaction
Level of mutual trust and respect
Results
Impact of changes
Timeliness of changes
Expectations and progress
December 31, 2020
Estos libros pensasdos para personas con poco tiempo son muy efectivos en enseñarte las bases de algo, sin lo que no puedes empezar, y darte un índice para aprender más: libros, artículos y temas relacionados.
En ese libro se propone un plan básico para empezar a dar retroalimentación a tu equipo, cómo te debes preparar, cómo dar retroalimentación a empleados difíciles y también a las estrellas de tue equipo. Finalmente invita a establecer una cultura en la que dar retroalimentación sea lo natural y esperado.
Básicamente, establece la retroalimentación como un medio efectivo para la mejora constante, no como un fin en sí mismo.
Si quieres dar buena retroalimentación, este libro te puede ayudar a empezar.
En ese libro se propone un plan básico para empezar a dar retroalimentación a tu equipo, cómo te debes preparar, cómo dar retroalimentación a empleados difíciles y también a las estrellas de tue equipo. Finalmente invita a establecer una cultura en la que dar retroalimentación sea lo natural y esperado.
Básicamente, establece la retroalimentación como un medio efectivo para la mejora constante, no como un fin en sí mismo.
Si quieres dar buena retroalimentación, este libro te puede ayudar a empezar.
Read
July 29, 2025Good, helpful reminders.
June 24, 2018
For $13, this is a nice little reference text that introduces some high-level but helpful best practices around giving feedback, to direct reports, colleagues, and even bosses. I did some useful highlighting throughout but really wanted a lot more. That said, it helped me organize my thoughts enough that I can figure out the specific areas I want to deep-dive into. As always, with HBR you are essentially getting a digest of many, many books and articles, all of which are listed across 9 pages at the end. Worth picking up if you (like me) are completely new to the concept of giving feedback at work.
August 11, 2020
I got the audiobook version!
At first I thought it was funny the mechanical way of the narrator. Seemed like one of those really old TV comercials or government health publicity, like from the 80s or before. Then I realized it fits the book and the words really well.
It's not exactly bad advice but it is clearly a book written by a manager man, to another man manager. Sometimes it seemed that it was only about giving feedbacks to woman... in the only example with a male recipient of the feedback, the guy is prone to leash out, because women are always docile....
And it says it is about feedback to colleagues, bosses and employees alike, but it didn't seem so... the advices are mechanical, almost robotic and although it does take in consideration people's feelings it seemed cold anyways...
Maybe I'm privileged to be in an environment where feedback is common practice, but nothing about this book went beyond the obvious to me. Maybe it is good to others.
At first I thought it was funny the mechanical way of the narrator. Seemed like one of those really old TV comercials or government health publicity, like from the 80s or before. Then I realized it fits the book and the words really well.
It's not exactly bad advice but it is clearly a book written by a manager man, to another man manager. Sometimes it seemed that it was only about giving feedbacks to woman... in the only example with a male recipient of the feedback, the guy is prone to leash out, because women are always docile....
And it says it is about feedback to colleagues, bosses and employees alike, but it didn't seem so... the advices are mechanical, almost robotic and although it does take in consideration people's feelings it seemed cold anyways...
Maybe I'm privileged to be in an environment where feedback is common practice, but nothing about this book went beyond the obvious to me. Maybe it is good to others.
April 30, 2020
Providing feedback an toughest thing in professional and personal situations, that can make or break a relationship. Feedback is often corrective which means its intended to help the recipient change course or adjust practices when the current ones aren't working. Therefore giving effective feedback becomes critical. The objective of feedback conversation is to reinforce positive behavior or improve performance.
The book provides a clear guidelines and difference between feedback, coaching and Performance Appraisal. Feedback discussion us an opportunity to share the observations with others about the performance and behavior. It becomes very important to identify the right situation to provide the feedback. The best part of the book is the flow on feedback process - from planning to monitoring. Feedback is very easy to influence job skills, time and work management and knowledge but it is difficult to influence on attributes, habits and personality traits.
Some of the points that needs to be followed during feedback are
- Active Listening | Observation on Nonverbal cues | Monitoring the reactions | Paraphrase the recipient.
One should also keep in mind that Feedback is not a cure-all for workplace ills. The book also provides guide on providing feedback to high performers, difficult conversations and feedback to boss and tips on giving positive feedback publicly.
A small book, very handy and helpful
The book provides a clear guidelines and difference between feedback, coaching and Performance Appraisal. Feedback discussion us an opportunity to share the observations with others about the performance and behavior. It becomes very important to identify the right situation to provide the feedback. The best part of the book is the flow on feedback process - from planning to monitoring. Feedback is very easy to influence job skills, time and work management and knowledge but it is difficult to influence on attributes, habits and personality traits.
Some of the points that needs to be followed during feedback are
- Active Listening | Observation on Nonverbal cues | Monitoring the reactions | Paraphrase the recipient.
One should also keep in mind that Feedback is not a cure-all for workplace ills. The book also provides guide on providing feedback to high performers, difficult conversations and feedback to boss and tips on giving positive feedback publicly.
A small book, very handy and helpful
November 21, 2021
This was a really good read because I love getting feedback but hate giving it. Now I feel much more confident about it.
1. Deliver right time, frequently, and in context
a. Give feedback when: good work, successful projects deserve to be recognized, when the likelihood to improve skills is high because the opportunity to use those skills again is imminent, when the person is already expecting feedback and when the problem cannot be ignored
b.Don’t give feedback when: when you don’t have all the information about a given incident when the only feedback you can offer is something the recipient can’t change or control when the person who needs the feedback is highly emotional or vulnerable when you don’t have the time to deliver the feedback in a calm and thorough manner when the feedback is based on personal preference and not a need for more effective behavior when you have not yet formulated a possible solution to help the recipient move forward. GIVE POSITIVE FEEDBACK REGULARLY!
2. Aims to achieve a specific outcome
3. Realistic in expectations
4. Shows respect for the recipient
5. Expressed as a point of view rather than absolute truth
6. Presumes an opportunity for a follow-up
1. Deliver right time, frequently, and in context
a. Give feedback when: good work, successful projects deserve to be recognized, when the likelihood to improve skills is high because the opportunity to use those skills again is imminent, when the person is already expecting feedback and when the problem cannot be ignored
b.Don’t give feedback when: when you don’t have all the information about a given incident when the only feedback you can offer is something the recipient can’t change or control when the person who needs the feedback is highly emotional or vulnerable when you don’t have the time to deliver the feedback in a calm and thorough manner when the feedback is based on personal preference and not a need for more effective behavior when you have not yet formulated a possible solution to help the recipient move forward. GIVE POSITIVE FEEDBACK REGULARLY!
2. Aims to achieve a specific outcome
3. Realistic in expectations
4. Shows respect for the recipient
5. Expressed as a point of view rather than absolute truth
6. Presumes an opportunity for a follow-up
December 14, 2019
Very informative and interesting.
Creating feedback that is truly useful requires more care and attention than is typically invested. Like any skill — chess, golf, learning Mandarin — offering strategic developmental feedback requires that we pay attention to and do many things effectively and simultaneously. Given the opportunity to help others develop and become more effective, it’s worth the effort.
Creating feedback that is truly useful requires more care and attention than is typically invested. Like any skill — chess, golf, learning Mandarin — offering strategic developmental feedback requires that we pay attention to and do many things effectively and simultaneously. Given the opportunity to help others develop and become more effective, it’s worth the effort.
May 12, 2020
Helpful tips and reminders around feedback. Will be a resource I reference in the future.
Biggest takeaways -
1. First and foremost, build trust with your people. They need to know you are for them and want to see them grow and succeed. This allows for feedback (whether praise or correction) to come from a healthy place so it is best received.
2. Create clear goals around your vision where people know when they (and the organization) are winning.
Biggest takeaways -
1. First and foremost, build trust with your people. They need to know you are for them and want to see them grow and succeed. This allows for feedback (whether praise or correction) to come from a healthy place so it is best received.
2. Create clear goals around your vision where people know when they (and the organization) are winning.
April 18, 2021
Quick read on giving effective feedback as a part of the HBR 20 minute manager series. Not too much groundbreaking. The one topic I did find effective was the follow up plan. Creating a development plan to implement changes discussed during feedback session and how to follow up are crucial. Started reading over breakfast finished when I was on my second cup of coffee.
October 13, 2020
While I do appreciate brevity I feel like I blinked and this was over. While it might be somewhat helpful for some, it wasn't what I was hoping for. I would prefer something outlining a formal structure for providing written feedback.
November 13, 2020
This book is very informative. When it comes to giving feedback it helps you understand the importance, but also helps you learn how to give feedback.
I honestly think this book will help me in my daily life even if it’s just giving my husband feedback.
I honestly think this book will help me in my daily life even if it’s just giving my husband feedback.
January 22, 2023
Finished reading this book in about an hour. Basically highlighted the whole thing. This book gets straight to the point and is very clear. Would recommend as a start to learning how to give effective positive or negative feedback.
November 18, 2025
Overall, the book teaches that delivering effective feedback builds trust, strengthens communication, improves performance, and creates a culture where people feel supported, accountable, and motivated to grow.
July 27, 2019
Good tips on handling difficult conversations. Though one can slightly doubt on the practical use of it. Will give it a try!
August 19, 2019
Nice quick refresher of basic concepts regarding feedback.
April 4, 2020
Good quick read. Lots of helpful tips and good insights.
June 12, 2020
Audible, added notes
This entire review has been hidden because of spoilers.
February 4, 2021
Great crisp and to the point tips on giving great actionable feedback.
December 10, 2021
I am very impressed by this one. Very practical, concise and covers many useful scenarios.
January 3, 2022
Es lo que promete, un libro corto y accionable. Explica muchos ejemplos útiles. Destaco la importancia que se le da al "feedback positivo".
January 10, 2023
Let's always choose the right time to talk, engage with productive dialogue and develop a plan for effective follow-up
September 22, 2023
For anyone who attempted to be polite but honest, this resource is relatively uninformative. But bonus points since it wasted relatively little of my time.
October 28, 2023
A quick read with a few valuable tips on providing subordinates feedback. Overall, it was an okay read. Should I by HBR?
January 22, 2024
Helpful guide on how to give effective feedback at the workplace. Concise explanations and realistic examples. Some frameworks are provided too which I found useful.
December 14, 2024
My take away: better say “help me to understand better” instead of “I don’t get you”
Basic book
Basic book
April 13, 2025
giving feedback is one of the hardest things people have to do and this book does a really good job of teaching you
January 30, 2026
It is an okay book. It did not tell me anything drastically different from what I know or think in general about feedback.
Displaying 1 - 30 of 39 reviews