I would suggest…
Chances are as you read this list, you identified yourself in some of the statements and identified someone you know who is in the other list. Hopefully, this made you think about how personal style can be as different as cultural style. The big idea here is when you are giving and receiving feedback, it can be helpful to try to identify their communication style and adjust accordingly.
As you already know, whenever you critique someone’s work, there is a potential to hurt their feelings. There are many factors that influence whether the feedback is helpful or hurtful. In communication, we use the term “face” to mean the sense of self a person projects. People can “take face” by creating a situation where someone looks bad to others or people can “lose face” by doing something that diminishes them in the eyes of others. Optimally, we want people to feel like they “gain-face” and feel encouraged. The way that you give feedback as well as the person’s natural tendencies will influence how “face” is affected.
When giving feedback, you should think about how your feedback takes or gives face. You also need to consider what is at stake for the other person. Is this a small speech assignment or is it a career-defining presentation? In addition, critiquing someone privately vs critiquing someone in front of their boss will have different “face” outcomes.
How much you are willing to “take face” from someone may depend on the importance of the feedback. You will likely want to provide more suggestions for someone who is doing a career speech to get their dream job vs that same person doing a college speech worth minimal points. You will likely be more invested in helping a friend polish a speech to make it just right as opposed to someone you barely know.
Finally, the other thing influencing feedback is the power difference between people. You will likely give feedback differently to your little sister than you would to your boss. The status of the individuals and how important power is to them will impact how “face” is taken and given. For example, a high-power country like China would consider an open critique of a teacher, boss, or elder a huge insult, whereas someone from a low-power country, would be less offended. In any situation, you will be negotiating power, context, and the need to save face.
Taking all these factors into account, Brown and Levinson created Politeness Theory as a way to explain the different ways we give feedback to save face.
Bald on Record: This type of feedback is very direct without concern for the person’s esteem face. This type of feedback is usually given if there is a small fix the speaker would feel strongly about.
Examples of bald on record feedback:
Positive Politeness: In this type of feedback, you would build up the face or esteem of the other person. You would make them feel good before you make any suggestions. (It looks a lot like the sandwich method, hunh?)
Examples of positive politeness feedback:
Negative Politeness: The name of this type of feedback is a little misleading. It doesn’t mean you are negative. It means you acknowledge that getting feedback may make them feel negative. You would say things that acknowledge their discomfort. You might minimize the criticism so it doesn’t make them feel bad or find other ways to soften the blow of criticism.
Examples of negative politeness feedback:
Off Record: When you give feedback that is off the record, you are hinting vaguely that they should make a change.
Examples of off the record feedback.
Avoidance: Some people are afraid of giving feedback so they will avoid the situation altogether.
Perform the three r’s.
From Westside Toastmasters
When you are listening to someone speak, you are giving constant nonverbal feedback. Are you leaning forward listening intently or are you leaned back picking at your fingernails? The way you listen lets the speaker know that you value them and what they are saying. It can be reassuring to the speaker to have people who are in the audience smiling and nodding.
Try this little experiment: If you have a speaker who is average or boring, lean in and listen intently. Don’t be insincere and cheesy, but rather try to be an earnest listener. You will find that when the speaker notices you paying attention, they will usually become less monotone and more engaging. The speaker affects the audience, and the audience affects the speaker.
“It is not OK to say OK at the end of every sentence!” That is what my friend told me after one of my speeches. I wasn’t even aware I was saying “OK.” I asked my friend to raise a finger every time I said, “OK” in my speech. At first, it was distracting because he kept raising his fingers, but eventually, I figured out the way to get him to stop was to stop saying “OK.” Sometimes, it helps to get feedback after a speech, and sometimes it helps to get it during the speech. Having a friend put their hand to their ear to tell you to speak up can be really helpful. I once stood at the back of the room and tried to signal to my husband as he was speaking with the fly of his pants unzipped. I kept making the zipper gesture. He saw me gesturing and he could tell I wanted something, but he couldn’t understand what. He finally stopped lecturing and said, “Lynn, what do you want?” What was I to do? What would you do? I said, “Zip your pants.” Friends don’t let friends give an entire speech with their pants unzipped.
Do yourself a favor and appoint someone to be your speech buddy. Someone who will tell you if your pants are unzipped (preferably before you start) and will give you the signal to speak louder or to check your microphone. If you know that you tend to pace, lean on the podium, or say um’s, have them give you the signal.
Courage is what it takes to stand up and speak. Courage is also what it takes to sit down and listen. Winston Churchill Former Prime Ministre of the United Kingdom
“How do I look?” I asked my husband before we go out on a date. “What do you think of my new dress?” Many of you know that this question can be a trap. Am I really wanting his opinion or am I wanting him to compliment me? A savvy partner will assess the situation and answer accordingly. The thought process might go , “She already bought the dress, she is excited about trying out a new restaurant and has been talking about it all week. She has been getting ready for a long time– the right answer is clearly one that makes her feel good. She is not really wanting my advice, she is fishing for a compliment.”
Take this story to heart when thinking about giving speech feedback. Your boss spent three weeks preparing for this big speech with the clients. He told you he has not slept in two days because he wanted everything to be perfect. After the presentation, he asks you, “What did you think?” A savvy co-worker will read the situation and pick out the positive parts. There may be constructive criticism that needs to happen, but when the boss is in the moment of high adrenaline after laying it all on the line, you should read the situation and hold any negative feedback for another time.
“My honesty is not a gift that everyone wants,” this phrase was from one of my students who was writing a reflective essay about navigating being honest and being appropriate. Be savvy and read the situation to know when to give feedback and when to be quiet. You should also read the person. The more you adjust your feedback to the person’s personal style and to the situation, the more likely they are to use that feedback to improve.
Key Takeaways
Remember This!
Please share your feedback, suggestions, corrections, and ideas.
I want to hear from you.
Do you have an activity to include? Did you notice a typo that I should correct? Are you planning to use this as a resource and do you want me to know about it? Do you want to tell me something that really helped you?
Click here to share your feedback.
Advice to teachers (and leaders).
Research suggests the following regarding giving students feedback on their speeches:
King, P. E., & Young, M. J. (2002). An information processing perspective on the efficacy of instructional feedback. American Communication Journal, 5 http://ac-journal.org/journal/vol5/iss2/articles/feedback.htm
Identify the Politeness Strategy
I asked numerous professionals to Beta Test (review) this book. The feedback I received had great examples of the politeness strategies mentioned in this chapter. For me, the review process was the living version of this chapter. I felt exposed and vulnerable (and still feel exposed letting you see these comments). Because I was open to criticism, I was able to correct my mistakes, become a better writer, and give you a book that represented the profession and not just my opinions.
Read these and see if you can figure out which politeness strategy is at work.
As a speaker, it will not be easy to be open to criticism, but doing so will allow you to grow. As an act of reflection, ask yourself, which feedback below would be the most palatable to you–the direct, the apologetic, the explanatory.
Brown, P., & Levinson, S. (1978). Universals in Language Usage: Politeness Phenomena. In E. Goody (Ed.), Questions and Politeness: Strategies in Social Interaction (pp. 56-310). Cambridge University Press.
Churchhill Central: Life and words of Sir Winston Churchill. https://www.churchillcentral.com/
Gonzales, M. (2017). How to get feedback on speeches. Global Public Speaking. https://www.globalpublicspeaking.com/get-feedback-speeches/
King, P. E., Young, M. J., & Behnke, R. R. (2000). Public speaking performance improvement as a function of information processing in immediate and delayed feedback interventions. Communication Education, 49, 365–374. https://doi.org/10.1080/03634520009379224
Mehra, A., Kilduff, M. & Brass, D.J. (2001). The social networks of high and low self-monitors Implications for workplace performance. Administrative Science Quarterly, 46 (1), 121-146. https://doi.org/10.2307/2667127
Meyer, E. (2014). The culture map: Breaking through the invisible boundaries of global business. Public Affairs. https://erinmeyer.com/books/the-culture-map/
Meyer, E. (2014). How to say “This is Crap” in different cultures. Harvard Business Review. https://hbr.org/2014/02/how-to-say-this-is-crap-in-different-cultures
Reagle, J.M. & Reagle, J.M. (2015). Reading the comments: Likers, haters, and manipulators at the bottom of the web . MIT Press. https://readingthecomments.mitpress.mit.edu/
Ripmeester, N. Rottier, B., & Bush, A. (2010). Separated by a common translation? How the Brits and the Dutch communicate. Pediatric Pulmonology. 46( 4). 409-411. https://doi.org/10.1002/ppul.21380
Ripmeester, N. (2015). We all speak English, don’t we? https://www.linkedin.com/pulse/we-all-speak-english-dont-nannette-ripmeester/
Smith, C.D. & King, P.E. (2007). Student feedback sensitivity and the efficacy of feedback interventions in public speaking performance improvement. Communication Education 53 (3). https://doi.org/10.1080/0363452042000265152
Snyder, M. (1974). Self-monitoring of expressive behavior. Journal of Personality and Social Psychology. 30 (4), 526-537. http://www.communicationcache.com/uploads/1/0/8/8/10887248/self-monitoring_of_expressive_behavior.pdf
Toastmasters International. (2017). Giving effective feedback. https://www.toastmasters.org/resources/giving-effective-feedback
Advanced Public Speaking Copyright © 2021 by Lynn Meade is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License , except where otherwise noted.
by Janice Tomich
Your personal and career growth will take a leap forward when you separate your ego from logic while giving or receiving feedback.
I often see the ability to separate from being defensive, as opposed to open to learn, reflected in many of my executive communication and presentation coaching clients.
Those that can separate their emotions from constructive feedback and take on (vetted) recommendations make fast progress. They are like teflon not thinking that feedback should be taken personally. They see feedback and critique as a fantastic opportunity for growth and put blinders on to letting their ego get in the way.
Those that are blocked – have difficulty asking for or receiving speech critique – make slow progress. They are hurt by feedback that they consider negative and let it rent time in their heads. They also receive a poor return on their investment of time spent creating a speech or presentation.
We usually don’t see ourselves as others do. It’s easy for us to see and understand others. It takes a lot of work to actually see ourselves as others do. It can be difficult to anticipate our gaps of understanding or what exactly is it that our audience wants to learn or know from us.
By reaching out to trusted colleagues you have the opportunity to grow the full gamut of your public speaking skills and focus on the areas to work on to improve.
Developing and creating a presentation or keynote speech is built on a number of drafts/iterations – one building off the other to laser focus on what will land for your audience and what won’t. These steps of improvement provide opportunities to continually grow your skills as a speaker.
For many, being a public speaker requires taking a leap of faith…being both humble and vulnerable. And with that comes asking for help to be the best you can be on stage.
Learning that it’s in collaboration with others that you’ll thrive not only as a public speaker but as a leader happens by deepening your working relationships and relying on colleagues you can trust.
We all have a perspective based on our experiences, however as a party of one it’s a very narrow world view. Inviting other professionals or someone that is similar to your ideal audience opens up insight into what you haven’t considered or an understanding of how you will be perceived.
Valuable insight and perspective that is different than your own is rich with opportunity to learn where the gaps are in your presentation. The positive feedback, as well as the ‘what needs improvement’ feedback provides a valuable opportunity to learn how to improve your public speaking skills.
Ask the presenter what the objective is for delivering their presentation. Do they have a specific call to action or are they looking to change a point of view? Keep your eye on the presenter’s objective so you can provide worthwhile constructive feedback.
Focus on three, maximum five areas for feedback. Any more and you’ll overwhelm the receiver. Provide your feedback focussed on the most important elements for improvement.
Share what’s working and what isn’t but don’t stop there. For example, explain why the introduction didn’t grab you at the start and then recommend using a technique such as starting with a story to engage your audience right away.
Be concrete with your examples. Vague critique sounds like this, “Your conclusion was confusing – you were all over the place and I couldn’t follow you”. As opposed to clear and helpful critique, which sounds like this, “When you ended with a Q & A I wasn’t sure when your presentation was over. Consider delivering your conclusion after you’ve answered the last question”.
Maya Angelou left us with a wonderful quote, ““I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.” Share feedback from the perspective of the overall feeling of the presentation. Did you feel included…as though the presentation was focussed on your problem? Or perhaps did you feel inspired and ready to take action?
Pro Tip: We are more often persuaded by emotion than data. Even the most analytical of us. Janice Tomich
Please, I encourage you to fill out your feedback form after an event to provide insight to the organizer.
Most people don’t (uptake is usually 15%), which results in a few exuberant voices being heard and often some of the most valuable insight not being received – useful feedback that will help to improve upcoming events.
How to ask for feedback.
When asking for feedback put your head into learners mode. Forget about your ego and absorb what you can learn from the feedback given. It’s when you can take constructive criticism that you will grow and fly.
Be selective about who you ask for feedback. Is the person you’re asking able to take the audience’s perspective? Are they knowledgeable and experienced about how to influence and persuade others? Are the equipped to share astute verbal feedback so their words will help improve each iteration?
Ask what worked and didn’t work. Both from the perspective of the content and the delivery.
Make sure to choose someone that you can trust to provide a valuable speech evaluation to keep you on course.
I know it’s hard to have that difficult conversation, pitch that podcast, or choose just the right words to make your presentation come to life.
Ask for feedback with each iteration – as your presentation evolves. Try to get your feedback from the same people each time. Getting too many opinions will only cause confusion and have you questioning who to believe.
Years ago I was invited to provide feedback for a TED TALK presenter. Unfortunately the presenter asked an entire posse of people to weigh in. It was a nightmare with too many perspectives popping in now and again, some of them lacking the expertise to provide feedback in public speaking.
When you’re receiving critique don’t respond (even to ask questions) simply use active listening skills. Once your colleague has finished then ask if something is unclear or you need more context.
Don’t fall into the trap of defending yourself. Listen with an open heart and consider how you can (or will) implement the feedback to help improve your speech/presentation.
Toastmaster’s is a wonderful opportunity for practice with a live audience, however I have some words of caution. They use a templated system. Have you noticed that you are easily able to pick out a Toastmasters speaker? Their presenters are encouraged to follow a framework making those types of presentations pretty predictable.
I also don’t agree with their rule of counting ums and ahs. We don’t want to sound like robots – vocal tics are normal and natural to the way humans speak. I can’t imagine standing front and centre having ums and ahhs evaluated. The pressure would have me saying a lot more.
Lastly be very cautious who from Toastmaster you take critique from. Attendees follow a strict framework and that’s where the critique will be delivered from.
The best speeches and presentations are unexpected jewels that don’t follow the rules.
Working with a public speaking coach or a specialist in communication will provide expert perspective that Toastmaster, friends, or colleagues can’t. Subject Matter Experts (SME) are trained in the art of influence and persuasion. SME’s are fixated on how your speech or presentation will inspire or compel your audience to take on your thoughts, ideas, or point of view.
A presentation coach or communication expert will be fully invested in your success. It’s their focussed specialty and comes without the distraction of work projects or whether the dishes are done.
A coach will constantly measure your content and delivery against your goals and objectives. They won’t let you or your speech waiver from it.
Often SME’s will work with clients for months/years and build a trusted relationship with you. They will intimately understand your experience and are dedicated to how to improve your public speaking skills.
In order to give or receive feedback you need to understand how to give or receive feedback – see the other perspective.
The feedback loop is not a one-off endeavour. It’s a work in progress.
When done right, feedback is a brilliant opportunity to grow as a leader and accelerate your career. It’s worth the time to hone your skills and be both a good recipient and receiver of feedback.
Do you have a speech or presentation scheduled to deliver in the next few months? Get in touch to talk about if we might work together or review my speech coach services .
It would be my pleasure to take you through all the important steps to deliver a memorable presentation that you will be proud of.
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Communication within any team is vital. This is especially true when there are solutions to be found regarding specific problems at work or if the overall effectiveness of team members’ working practices could be improved.
However important these problem-solving conversations may be, it can be difficult for a manager or co-worker to raise areas of concern in discussions with employees or other team members.
Here we outline the importance of being able to give constructive feedback to other members of your team, as well as some tips on how to use this method of feedback effectively.
Feedback is a necessary part of communication between a manager and their employees and also between colleagues within a team. Workers need to know what is going well, what’s not going so well, and what they need to do to maximize their output and to best benefit themselves and the business.
Positive feedback consists of praise, encouragement, and recognition of achievements, and is obviously important for raising team morale and encouraging productivity.
Of course, things don’t always go well, however. At times it might be necessary to draw a worker’s attention to a mistake or to less than ideal working practices more generally. If framed in a negative way, this is criticism, which can feel very personal and could be disheartening for your co-workers to hear.
With constructive feedback, it is possible to highlight issues in a way that might feel less critical or personal to your team members, while also looking for solutions and moving forward in a positive way. This can be a very effective method of approaching any difficulties and of managing a team to its best potential.
In a 2014 study conducted by Harvard Business Review, 57% of participants stated that they preferred constructive feedback over praise (43%). This suggests that most employees want to know what they can do to improve their performance.
Benefits of constructive feedback include:
Employees want to perform at their best and generally want to progress. By providing them with constructive feedback you will be assisting them in their progression and also showing them that you and the organisation cares about employee development.
You can clarify your expectations of employees which will provide them with guidance and a sense of purpose.
The organisation is working towards the same objective but if you do not make this explicit then employees may prioritise other goals. Constructive feedback can guide them.
Addressing difficulties can reduce tensions between the team, for example, addressing an individual’s interpersonal problems can improve team relations.
As a team leader, you might feel that other members of your team will be less than enthusiastic to hear about any issues you might have with their work. If you are working within a team below management level, you might also have the difficult task of encouraging your colleagues to approach things in a different way.
It’s certainly true that it’s not easy to be criticized. A worker will be likely to become demotivated and demoralized if they feel you think they are not good enough.
However, constructive feedback is intended to be a less critical and more problem-solving form of feedback, which can lead to better team spirit and mutual respect between colleagues.
If delivered in the right way, constructive feedback should help an employee to feel encouraged to improve and supported to fix or avoid mistakes.
The foundations follow the three C’s model:
It’s important that members of your team feel supported and encouraged to work enthusiastically and effectively. Too much negative feedback can really dampen the spirits of individuals or even a team as a whole.
To keep morale boosted, you should always help your team members find solutions to any issues, and this is where constructive feedback comes into its own. Here are some tips on how to give effective constructive feedback to your team.
To help ensure that your team members feel valued and heard, consider holding regular one-to-one meetings with each of them. This will create a space for them to raise any issues they have, and it will be easier for you to work with them on an ongoing basis to iron out any current or potential issues that need discussing.
You could also make time in the diary to have an ad hoc one-to-one with an employee if any further difficulties arise, but it’s easier to keep the feedback constructive if you work this type of regular discussion into your ongoing management style.
Your team members will feel respected, valued, and listened to, and they will be more likely to come to you with any problems before they get out of hand.
It’s never easy to discuss problems at work, especially if an issue has arisen from something someone has done (or not done). However, we all make mistakes, and we can all benefit from learning from them.
If you find yourself in the position of having to have a difficult conversation with a member of your team, help take the pressure off the situation by leading with some positive feedback.
People are more likely to feel motivated at work if they feel they are appreciated and valued, so make sure your employees know that you recognize their positive efforts before tackling any problems. This will also help them to receive constructive feedback more effectively, as they won’t feel that they are being criticized so much.
An employee will quickly become demotivated if they feel they are under attack or being personally criticized. Frame your discussions to focus on the issue that needs addressing, and emphasize how you might work together to move forwards in dealing with it, rather than focusing directly on the working practice of the individual.
This will help ensure that their morale is boosted and they will be more likely to be able to address the necessary problems effectively.
Practice giving both positive and negative feedback to your colleagues in the workplace. Choose how to reply based on their reaction. Learn More
You might find that you have more than one issue that you need to take up with a colleague or member of your team, and it could be tempting to list them all in the same meeting. Consider simplifying your feedback, perhaps just taking one or two of the more important issues at a time.
Taking one issue at a time will enable you and your team member to work together to find a solution before moving on to the next problem. This is an important approach in working with a growth mindset and in keeping tasks achievable in order to promote success.
It will also help to protect your team member’s well-being if they don’t feel that you’re picking them up on everything they are doing. This will benefit their mental health as an employee and your working relationship with each other.
It will also have a knock-on effect of benefiting your business as a whole, since workers are likely to be more productive if they feel encouraged rather than criticized.
https://www.youtube.com/embed/wtl5UrrgU8c
A big part of giving constructive feedback is working together to help to find a solution for any problems. This is the key to the word ‘constructive’. During your discussions with your team members, it will help if you suggest or brainstorm with them some ways that their work could be even better.
Even if things are going well, there is always room for improvement, and your co-workers will feel encouraged to perform at their best if they are working for the team.
It almost always helps to pool ideas at work, and it could well be that your employees genuinely can’t see another way of approaching a task. As a manager your role is to guide your team to success, so talk through solutions together as a way out of difficulties. This will also help to boost team morale as your employees will feel supported.
It will help to draw up a problem-solving plan with your team members as a practical way to implement any changes. Not only will this make these changes easier to approach, but it also gives you and your employee something to come back to later, when following up and discussing progress.
Finally, close any awkward discussions by emphasizing again what’s going well. This can be recapping on the positive elements that you drew upon at the start of your meeting, or it could be an encouraging word about the next steps for improvement.
Team members will feel much more motivated and able to act on constructive feedback effectively if they leave discussions with you on a high, rather than feeling like their efforts at work have been pulled apart.
If feedback is not provided effectively it can discourage and demotivate staff . The recipient may remain resentful and it can ruin your relationship with that employee. Here are some common mistakes to avoid:
Use this structure in your feedback meeting.
Pre-established goals : It’s useful to have established goals and measurements with the employee before a review. This allows you to focus your feedback on areas they want to develop. If you don’t already have a system like this in place, create one by meeting one-to-one with employees and identifying, for example, monthly/quarterly or annual goals .
Invite them for a meeting : Schedule a meeting and explain to the employee what you will be discussing rather than ordering them into your office unexpectedly. This is less likely to make them feel anxious and it gives them time to prepare. Say something quite informal and optimistic, such as, “Can we have a catch-up at 3pm tomorrow to discuss your progress?” rather than “Come to my office at 3pm tomorrow so we can review your performance.”
If you want to speak to an employee about a specific event a good way to approach this is by asking “Would you be willing to discuss what happened at X?” We can do it now or after the team meeting if that’s better for you.”
Person-to-person : Always provide constructive feedback person-to-person, preferably face-to-face, rather than over an email so it cannot be misinterpreted.
One-on-one : Give feedback in private as you don’t want to embarrass your employees and this allows for a more open discussion.
Communicate care : Communicate that you care so the recipient understands that is why you are providing this feedback. To show care when delivering negative feedback express your concern. This will highlight that this information is important and that you’re providing it because you want to help them.
Manner : Avoid expressing anger, irritation or disappointment. Your constructive feedback will become criticism, the point of the message will be diluted and the employee is likely to become emotional.
Be direct : Always get to the point and be straightforward rather than being vague. This will increase the clarity of your points.
Be sincere : Avoid linking positive feedback to negative feedback as this creates mixed messages. This is often done by using the words “however/but/although”. For example, “Your communication skills are very strong but…” This suggests that the positive message was not sincere.
Encourage : Negative statements that scold can make people defensive and ignore your feedback, such as “You should not…” Instead be encouraging, for example:
“Perhaps you could aim to/try…” “Have you thought about trying…?”
Be appreciative : When delivering positive feedback, show that you are grateful and appreciative. Use examples to explain why their actions were so valuable.
Only constructive feedback : Never give feedback if there isn’t a constructive purpose of providing it.
Start Positive : Ensure that you provide a positive point first as the employee is likely to feel more confident and respond better to any negative feedback.
Provide a balance : Balance the positive and negative feedback throughout the conversation because this will make the employee more receptive to the negative feedback; it shows them that there are improvements to work on but they’re also doing things well. If you list all of the negatives one after the other it would be discouraging for the employee – they may either shut off or not trust the feedback. However, only include positive feedback if it helps with their work performance.
Pick a few areas for improvement : The employee may have several areas they need to develop but providing all of this is one meeting could be too confusing and discouraging. Provide around three areas of improvement. This way your employee can work on improving these optimally rather than trying to improve lots of areas sub-optimally.
Provide context and examples : You must be as specific as possible to make feedback practical. Do this by using exact examples of behaviours or situations. For example, saying “Your presentation skills aren’t great” doesn’t show the recipient what they need to change and why this is damaging their performance. Instead you can say “I’ve noticed that when you deliver presentations you often read from a script which…” This will allow them to recall previous presentations and think about what changes they can make.
Ask for permission : A technique for introducing specific examples is to ask the recipient for permission. Such as saying “Can I share an observation with you?” The recipient may be more inclined to take the feedback onboard.
Stick to observations : State observations and facts rather than interpretations or opinions. Observations are what you see and hear. Interpretations are judgements about what you see and hear. Concentrate on what the employee did, such as, “You finished the project two days after the deadline” rather than assuming their motivation: “I’m guessing that you didn’t like this project.” Only describe what you noticed and then move on to discussing the impact of the behaviour.
Focus on actions : Similarly, focus on the employee’s actions and not their personality to avoid your feedback looking like a personal attack. To explain behaviour use adverbs as they describe actions and avoid adjectives as these describe nouns. For example, instead of saying “You seemed uninterested during Monday’s presentation”, which is making an assumption, you could say “During Monday’s presentation you were frequently on your phone…”
Explain the impact : Explain why an observation is important by using facts and explaining how their behaviour has affected others, including the organisation. This will encourage them to make changes. For example. “I’ve noticed that you’ve been getting in around 9:20 during the last week. Other staff members have been covering your phone as well as their own phones.”
Understanding : Allow your employee to respond to your feedback and explain themselves. You want to understand why an employee has behaved in a certain way before deciding on what actions to take. In the meeting, after providing them an example of their behaviour in a situation ask them to explain their thought process using open questions, such as, “What are your thoughts on this situation?” Once you have an answer you can choose how to deal with it.
When employees are explaining their actions they can often identify where they went wrong and come up with solutions to get a better outcome. This helps you out in the meeting because the employees show themselves what they need to work on.
Summarise : Summarise the key points and the goals. This has the benefit of confirming that the employee has understood what has been discussed.
Close positively : Try to end the conversation with something you have positively noticed so they leave feeling confident and encouraged. If the conversation does end more negatively, show the employee that you are confident in them achieving the goals set.
Review regularly : If possible, try to schedule regular reviews so your employees become accustomed to receiving positive and negative feedback. Also, if you are providing only yearly reviews, this can slow the professional growth of employees and frustrate them.
Be timely : Try to be timely with feedback, such as, delivering feedback the end of a project. The impact of feedback reduces when too much time has passed as the event is no longer fresh in their minds.
Delivered in the right way, constructive feedback is about working together as a team to make improvements to working practice. Your team will be stronger and more productive for being able to have these discussions with you.
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Constructive feedback is an essential tool in any manager’s arsenal to improve team performance and morale. Delivering constructive feedback requires empathetic communication skills, a people-centered mindset, and a good grasp of feedback methodologies.
Even the best leaders can sometimes find the constructive feedback process challenging. An effective way to learn and hone in on delivering helpful feedback is by taking a cue from a variety of different constructive feedback examples applied to different scenarios. So, we’ve rounded up 26 of them to help you master the art of giving constructive feedback!
The path to professional growth starts with providing constructive feedback , so understanding its importance as a cornerstone of progress and development is a great place to start.
Before we jump into our constructive feedback examples, this article first focuses on understanding the basics — including the process of giving feedback, the importance of empathy and active listening, and the impact constructive feedback has on employees.
Why constructive feedback matters
Constructive feedback matters because it acts as a catalyst for growth and improvement. It provides individual employees and teams the insights needed to help their own professional advancement — be it to achieve their targets, enhance their skills, or develop their relationships at work. When delivered effectively, constructive feedback helps employees understand their performance and keeps them accountable for their success.
By putting time and care into feedback, managers also demonstrate that they’re invested in supporting their teams, which , ultimately , creates a culture of trust and empowerment.
The benefits of constructive feedback
Only good things can come from constructive feedback. When delivered properly and regularly, it can result in increased motivation, productivity, and employee satisfaction . As an added bonus, constructive feedback can also build stronger relationships within a team, which boosts collaboration and collective performance.
The short and sweet: Simply put, the goal of constructive feedback is to point out areas of improvement in a way that is both helpful and positive, rather than critical. When done right, it's a powerful tool for promoting personal growth and enhancing employee performance .
Characteristics of constructive feedback
Effective feedback is specific, clear, and focused on behavior rather than on a person. Managers should deliver it in a timely fashion, while the memory of the action or behavior is still fresh and top of mind for the employee. And lastly, there should be a fair balance between positive reinforcement and points of improvement.
Specificity
Why does being specific matter when giving feedback? Because it allows employees to understand precisely which behaviors or actions they need to work on. This avoids guesswork, ensuring the issue isn’t misinterpreted and the road toward a solution is clear!
For example, “You’re always late” isn’t specific or objective enough. Instead, try “You’ve been late to the last three meetings.”
Clarity
Clarity in feedback explains the “why.” To ensure mutual understanding, managers should explain why a certain matter needs attention. This helps connect the dots. Providing examples to illustrate the point can help make the picture crystal clear
For example, a statement like “The meeting had to start later which caused issues” leaves the problem up to interpretation. Instead, give more context to the problem: “Because you arrived late to the meeting, it had to start later. That prevented us from having enough time to discuss X topic, which we needed to do.”
Objective
Constructive feedback needs to be objective. This is achieved by focusing feedback on observed behaviors and not personal characteristics. Addressing specific behaviors helps managers provide actionable insights and keeps the vibes non-judgmental.
A comment like “You don’t care about arriving on time!” is subjective, unhelpful, and likely untrue. Keeping feedback on behavior, such as “I noticed you’ve been 15 minutes late to most meetings in the last few weeks” removes judgment and sets things up for finding solutions.
Actionable
Lastly, feedback becomes constructive when the direction is solution-oriented and forward-looking. Managers should ask themselves: Does the feedback frame the next steps? By providing actionable feedback, employees have a map for improvement.
In the context where an employee has an issue with arriving to meetings on time, actionable feedback looks like: “Let’s make sure you can manage your time better. Can you share the day planning techniques you’re currently using and try a tool to help you?”
Delivering constructive feedback
There is, of course, an art to giving constructive feedback to ensure that it's well received. Start by stating what was done well, then follow this by pointing out the areas where improvement is needed. It's also important to offer specific suggestions or actions for how the situation can be improved so that the person has the tools they need to grow and progress positively and productively.
Some additional tips to deliver great feedback:
Choose the right time and place
Sometimes, timing is everything. By picking an appropriate moment and setting to provide them feedback, an employee will likely be more receptive. Delivering feedback during a five-minute window between meetings in a room with other people not only prevents the chance to ask questions and advice but could also risk embarrassing them. Make sure there’s enough time available for a discussion and create a moment with privacy.
Use the “feedback sandwich” method
The good ol’ sandwich method is about “sandwiching” constructive criticism between two positives. This sets the tone of the conversation, using praise to soften the delivery of the feedback. It also allows managers to end the conversation on an encouraging note, which helps mitigate defensiveness from the receiver.
An example of constructive feedback using the sandwich method looks like this: “I love how confident you are about sharing your ideas at our meetings. Because everyone needs to have a chance to speak, let’s work on how we can help you share the floor more. You’re a great speaker and I see how you could help inspire others to share ideas!”
Encourage two-way communication
While managers may be the ones providing constructive feedback, it’s important to remember that the feedback process should always be a two-way flow of communication. To reach a successful outcome, a little active listening can go a long way — keeping the conversation open, honest, and supportive.
The importance of empathy
There's a lot to be said about the way in which constructive feedback is given. When managers take an empathetic approach , it can make the feedback process even more effective. Considering the feelings of the person receiving the feedback, and putting yourself in their shoes, makes it easier to connect with them in a way that resonates and makes them feel more comfortable.
Receiving constructive feedback
Just like there’s an art to delivering feedback, there’s an art to receiving it too. Receiving feedback is the other side of the coin. It requires open-mindedness and willingness to learn and grow. It involves active listening, reflection, and a willingness to improve. Remember these principles:
Maintain an open mind
Being on the receiving end of constructive feedback, it’s essential to approach the process with an open mind. This is what fosters a growth mindset. After all, no one is perfect. It’s important to check one’s ego at the door, remain receptive rather than defensive, and remember that feedback is an opportunity to learn and improve.
Ask clarifying questions
Asking questions is part of active listening. The more questions asked, the more clarity and understanding one can have about the feedback one receives. This is why picking the right time and place is so important — there has to be room for constructive dialogue, so the receiver can walk away confidently, knowing exactly what they need to do because they had the opportunity to ask questions.
Develop an action plan
As with any constructive conversation, there should be clear next steps toward the solution. Based on the insights gained from feedback, an action plan with clear goals, strategies, and a timeline should be agreed upon between the manager and the employee. Action plans can also be adjusted and evolve, depending on the context. This is central to the continuous improvement philosophy.
The secret to effective feedback? Make it regular
Growth is perpetual and so should be constructive feedback. Make it a regular occurrence, rather than a one-off, to see ongoing improvement and prevent small issues from snowballing into larger ones. Regular check-ins help keep everyone aligned and on the right path to success.
Giving constructive feedback: Examples and scenario-based tips
Feedback is not just for quarterly performance reviews anymore and the ability to communicate effectively with employees is more critical than ever. Below, find 26 examples of constructive feedback for managers , with actionable advice to apply to your own real-life scenarios.
Improvement feedback examples for time management
Is an employee frequently late to team meetings or running behind in the morning? When discussing the issue, managers should show genuine concern, set clear expectations of their timeliness, and avoid an accusatory tone.
1. “I’ve noticed that you’re struggling to make it on time to your afternoon sessions with the team and I’m concerned that you may miss some vital information. Can we work together to develop a plan to make sure that this doesn’t happen again?”
2. “We’ve missed you during our morning team meetings. I know you have a heavy workload, but we value your input and ideas. How can I support you in improving your time management skills?”
Feedback with performance improvement recommendations
If an employee’s performance is declining, there's likely a logical explanation behind it with easy solutions. To avoid sounding accusatory, nosy, or invasive, managers should take a more generalist approach to the issue and open the conversation with a question.
3. “The team has noticed that you’ve missed some deadlines lately. Is everything ok? Let’s schedule some time to chat where we can assess your current workload and any roadblocks, and develop a plan so that you can get back to feeling focused and productive in your day-to-day.”
4. “I wanted to connect with you and see how you’re doing. I’ve noticed that you don’t show the same motivation as usual. How can I help you get back on track? Let’s review your priorities and brainstorm the best ways to accomplish them.”
Follow our simple guidelines to address an employee's poor performance with confidence and put them back on the road to success.
Improvement feedback examples for employee attitudes and team morale
Even one team member with a negative attitude can significantly affect employee morale. Constructive feedback can stop this issue in its tracks and shift the mood before it becomes too disruptive to the team.
5. “The team has recently noticed that you’re struggling to stay positive. We’re all in this together. Is there anything the team or I can do to help?”
6. “Hey, I wanted to check how you’ve been feeling lately. Can we talk about what’s bothering you? I appreciate how hard you’ve been working and I would like to help you overcome your challenges and lift your spirits. We can talk privately or schedule a team meeting for an open and honest discussion.”
When negative attitudes enter the workplace, it can be tough on everyone. Learn more about how to give feedback on negative attitudes in the workplace.
Constructive criticism examples for continuous improvement
Mistakes happen. But when they don’t get addressed, they are often repeated. When mistakes happen, managers should take a moment to course-correct to avoid mistakes becoming habits, and for employees to get the quality of their work back up to par.
7. “You’re generally very good at learning from past mistakes, but the team has noticed you making this one similar mistake during the current project. Understandably, such small things may slip through the cracks, but I wanted to flag it so that you can be more vigilant in the future.”
8. “You're usually someone who's eager to learn and grow. We've noticed that you've been a little less engaged lately. Is there something we can do to help you find your groove again?”
Pro tip: One-on-one meetings offer an excellent opportunity to bring up these kinds of conversations. During one-on-one sessions, empathize with employees to build a positive, judgment-free zone. Give concise, clear guidance and maintain an understanding but firm attitude.
Examples of constructive feedback for teamwork enhancement
Evaluating a team’s collaboration skills should be a top priority for leaders. Managers should address gaps in teamwork abilities by focusing on creating a mutually supportive environment and improving employee morale.
9. “You’ve got the talent and drive to be a shining star in this company, but you tend to stay apart from the wider team. What do you think would help you integrate better with your teammates?”
10. “I know you’re all hard workers and dedicated to your jobs, but we need to focus on improving collaboration and strengthening our group bond . Can we brainstorm solutions for making everyone feel like a valuable team player?”
Are your remote employees struggling to collaborate? Here are some tips to increase collaboration and foster better relationships across your remote team.
Constructive feedback to improve communication style and skills
Effective communication between managers and employees is a critical component of success. Providing regular, constructive feedback is vital for improving communication in a group setting and during one-on-one meetings.
11. “I’ve noticed that we sometimes have a communication mismatch. Do you want to work together to better understand how we can communicate more effectively?”
12. “Your work has been great, but I've noticed that you've been a bit quieter lately. Can we schedule a weekly sync so I can stay in the loop and offer my support when you need it?”
Pro tip: When it comes to delivering constructive feedback, keep your communication clear, objective, authentic, and fact-based. Ask for feedback during your next one-on-one to understand how your team member feels about your communication skills and how you can improve.
Constructive feedback to improve listening skills in group discussions
If team members operate in a fast-paced environment, sometimes the extroverts will unknowingly “take over” in a group meeting while others get lost in the shuffle. While there is nothing wrong with having passionate employees, talking over others isn’t conducive to productivity or collaboration. Managers should find constructive ways to even the playing field.
13. “I appreciate the passion you bring to the project! However, you also need to make space for others to be included in the conversation. Letting others speak will support your development, and it will also help other members of the team bring creative ideas. Let’s come up with a solution that channels your passion and that of the team.”
14. “I love the creativity and new ideas you bring to our brainstorming sessions. But, when you get excited, sometimes you forget to share the floor. When I’m in a creative flow, I write down my ideas while others speak so I can remember them. Would you like to try that during our next group collaboration?”
Goal-oriented feedback to support target achievement
Employees with a solid commitment to their jobs will have moments when they feel disappointed and guilty about missing a goal. Managers should acknowledge their disappointment and lift them back up by giving feedback that offers actionable solutions to prevent the same missed opportunities in the future.
15. “We appreciate your passion for this project, even if you didn't hit the goal you set out to achieve. What can we learn from this experience? I’m always here to support you if you need help meeting your next goal.”
16. “Your work ethic and dedication to achieving goals are admirable and a valuable part of this team. I know you’re upset that [project name] didn’t go exactly as planned, but it’s a meaningful learning experience. How can we realign your goals moving forward to ensure success?”
Browse through our employee goal-setting examples and learn how to set measurable and attainable goals that will make your employees shine.
Feedback to encourage camaraderie and interpersonal relationships
When teammates get along, the positive vibes are infectious. People who genuinely like each other produce extraordinary teamwork. Managers can expect to see greater creativity, stronger bonds, and better morale when they encourage positive social interactions.
17. “I've noticed that you haven't been getting along as well with [employee name] lately, and I’ve also noticed that many team members have been in the same boat. Shall we get together and set the record straight about what's causing the disconnect?”
18. “Hey, I noticed the tension between you and [employee name]. You’re valuable team members, and I want to help you work through your issues together. Can I schedule a mediation session to help you both understand each other better?”
💌 Encourage your employees to recognize each other. A platform like Good Vibes makes peer-to-peer recognition fun and easy and contributes to creating a positive culture and strong team relationships.
Feedback to encourage taking initiative and autonomy
Every successful manager pushes employees to take the initiative when problem-solving. It facilitates productivity and development on the team . It’s important to encourage independence but also be clear that any employee who feels stuck can reach out for help.
19. “I’m glad that you’re comfortable asking for help. That’s an important skill. Next time you need a hand, I would like to see you bring forth possible solutions you've come up with, along with your request.”
20. “I appreciate all your hard work on [project name], but I noticed you needed extra help. I know you’re a resourceful person. What kind of help can I give you to help you improve your confidence in your critical thinking and problem-solving skills?”
Constructive feedback to help facilitate feedback reception
For constructive feedback to be both understood and effective, it needs to be clear, concise, and contain actionable guidance. Managers can set their team up for success by outlining clear expectations and boundaries regarding workload, and offer the space to open up conversations around the feedback.
21. “I know performance reviews can be challenging to hear and you may not agree with all of the constructive criticism you’ve received. If there’s anything you want to discuss further, please feel free to reach out.”
22. “I’d like to schedule a weekly one-on-one meeting together. Let’s use this time to make sure we’re clear about expectations and priorities. You’re a great team member, and I want to help you succeed.”
Feedback offering conflict resolution strategies
When working with humans, interpersonal conflict is inevitable. That said, it needs to be resolved fast. By intervening and offering guidance on conflict resolution techniques, managers can help mediate tensions between co-workers and maintain a positive working atmosphere for everyone at work!
23. “I’ve noticed tension rise between you and your peer during the meeting. Unresolved conflict could affect our team’s productivity. Let’s schedule a private moment to discuss the issue openly and find solutions that work for the both of you.”
24. “It seems like there’s a misunderstanding about the recent project allocations. Let’s have a team meeting to clarify roles, responsibilities, and expectations so that everyone can feel confident in what they need to focus on.”
Feedback to recognize effort and initiative
Just like it’s important to flag areas to improve, it’s crucial to also highlight what’s going well. Positive feedback is incredibly powerful — a means to boost confidence and reinforce behaviors they want to keep seeing. Managers should use that tactic to their advantage!
25. “I want to commend you for your initiative in spearheading last Friday’s presentation. You took the lead and delivered the numbers confidently. It made a big impression on everyone — great job!”
26. “Thanks for jumping in on that project yesterday. Your proactiveness and team player attitude showed through. Keep that up!”
Hungry for more? Take a look at these 24 employee feedback examples to help you discuss recognition, areas of improvement, goal setting, and more.
When to use different types of constructive feedback
Different circumstances require different solutions and knowing what type of feedback to give in a particular situation is an invaluable management skill. Here, we look at two types of constructive feedback: feedback to reinforce good behaviors and feedback to improve less-than-great behaviors.
Use positive feedback to reinforce strengths and celebrate success
When a team member does well, giving positive employee feedback celebrates their success and reinforces positive actions and behaviors. By recognizing an employee’s positive impact, managers provide them with a clear understanding of their work’s value to the team.
Use constructive criticism to target areas of growth and development
There's a difference between negative feedback and constructive feedback. Negative feedback focuses on negative attributes and can be perceived badly, whereas constructive feedback (or constructive criticism) focuses on the positive possibility and guides the recipient toward a better outcome. By providing solutions to issues, managers are ensuring their feedback is constructive and helpful, rather than just pointing out the issues and making the employee feel demoralized.
Remember, great feedback doesn't always need to be purely positive. Constructive feedback can include praise, criticism, or both — as long as it’s fact-based (not opinion-based) and sets the employee up for a chance to improve, grow, and succeed.
Check out our comprehensive guide to employee feedback to learn everything you need to know about this critical managerial skill.
Challenges in giving and receiving constructive feedback
Understanding the benefits of continuous feedback is the first step toward fostering a healthier workplace, but the practicalities of integrating feedback into a corporate culture can be a challenge. Some people struggle with effectively communicating feedback without causing offense or demotivation, while others find it challenging to receive feedback without feeling defensive or demotivated.
A whole lot can be going on that impacts a productive feedback loop. If you’re struggling with maintaining a positive feedback culture, the following realities might be at play:
Overcoming feedback challenges is part of the commitment to create a culture of open communication and continuous improvement.
How to build a feedback-oriented workplace culture
Just like Rome wasn’t built in one day, an office culture is built collectively — one action at a time. So how can managers start nurturing a strong feedback culture ? With effective communication and using feedback tools to their advantage!
Clear communication tips: Make feedback specific and actionable
One of the keys to effective feedback is making sure it’s specific and actionable. Vague or general comments don’t allow the receiver to have a clear understanding of which behaviors need to be targeted and addressed.
So what does clear, specific, and actionable feedback look like?
“I noticed your late attendance lately, such as with [X, Y, and Z instances]. Everyone needs to show up to meetings on time so we can all make the most out of them and be as productive as possible. If we can get a plan in place to help you, like blocking out 10 min before every meeting so you have wiggle room, I’d like to start seeing improvement starting next week. How does that sound?”
By offering specific examples of what needs to be improved, suggestions for improvement, and expected outcomes, the receiver can see a clear path forward.
Future framing : When delivering feedback try focusing on the future instead of dwelling on past mistakes. What’s done is done, and it’s important to maintain a positive outlook on what can be fixed and what’s ahead. This framing ensures the feedback is constructive — not criticizing.
Constructive feedback tools and techniques for managers
People may be reluctant to provide feedback to their superiors out of fear of repercussions or the belief that their input will remain unheard. It’s crucial to encourage communication without repercussions, both from employees and managers.
Anonymous surveys are an excellent place to start. They can show employees that the company is ready to listen while also allowing managers to identify systemic issues in the organization.
One useful tip is to customize surveys . By asking employees specific or open-ended questions, managers might get more valuable and actionable feedback than generic questions with a scaling system. Personalized questions give employees a safe space to share their honest thoughts and spark conversations that probably wouldn’t happen otherwise.
Gain your team’s confidence with Officevibe’s employee feedback tool : a conversation starter with examples of constructive feedback for employees to provide their own insights and perspectives. This tool enables managers to gather honest thoughts through surveys, follow-up questions, and a free feedback section — all with the option for anonymity.
Constructive feedback: A boost to everyone’s performance
Clearly, constructive feedback is the key to enhancing a team’s overall performance, improving morale, and even strengthening relationships in the workplace. Sure, having these types of conversations may feel awkward or unnatural at first, but the constructive feedback examples listed in this article are a great place to start.
Equip HR and managers with tools to engage, recognize, and drive performance.
Constructive criticism has its place.
Feedback — both positive and negative — is essential to helping managers enhance their best qualities and address their worst so they can excel at leading. Strengths-based development can, unfortunately, lull people into believing there are no areas in which they need to improve. So instead of encouraging people to avoid negative feedback, we should focus on how to deliver it in ways that minimize the fight-or-flight response. One approach is called Situation-Behavior-Impact (SBI). Feedback providers first note the time and place in which a behavior occurred. Then they describe the behavior — what they saw and heard. The final step is to describe the impact the behavior had in terms of the feedback providers’ thoughts, feelings or actions.
According to a recent Harvard Business Review cover story , it’s rarely useful to give feedback to colleagues. The authors argue that constructive criticism won’t help people excel and that, when you highlight someone’s shortcomings, you actually hinder their learning. They say that managers should encourage employees to worry less about their weaknesses and instead focus on their strengths.
Learning how to give a good presentation isn’t a talent; it’s a skill that requires time and presentation practice. The same goes for giving feedback. If you’re a manager or leader, your feedback can significantly improve a speaker’s performance and boost their confidence.
Continuous improvement starts with consistent feedback. Providing feedback, positive or otherwise, is crucial for ongoing growth. Everyone is on a journey of personal and professional development, and asking presentation feedback questions is a key part of that process.
Many people find public speaking and presenting intimidating, but feedback can help them get better. It highlights areas for improvement and reinforces strengths. Without feedback, growth is slow, and bad habits can become ingrained.
Feedback targets key aspects of performance, helping individuals focus on specific skills in an organized manner. It drives personal and professional growth by providing clear guidance and structure. Continuous feedback ensures that improvement is ongoing, making the learning process more effective.
Evaluation for a presentation is essential for several reasons. Firstly, it serves as a gauge for audience engagement . While we might think our presentations are perfect, there’s always room for improvement. Feedback, whether positive or negative, helps us grow. If you complete a presentation and receive no feedback, it might not be a sign of perfection but rather an indication that the audience was disengaged. Without their attention, they can’t provide feedback.
To avoid this, make it easier for your audience to engage and provide feedback on a presentation example. Consider using feedback forms to collect responses. These tools allow your audience to share their thoughts conveniently. Additionally, direct interaction can be beneficial. If there’s an opportunity to chat with attendees after the presentation, don’t hesitate to ask for their feedback. Most people are willing to help.
Secondly, feedback directly contributes to improving your public speaking skills. When people provide feedback, they often comment on your delivery or slides. You might hear things like, “You command attention well,” or “Your slides could be more visually appealing.” Candid criticism, such as, “Your facial expressions were distracting,” is also valuable.
It’s crucial to actively seek, receive, and act on this feedback. By addressing the comments and suggestions, you can enhance both your presentation skills and the quality of your slides. Continuous improvement through feedback leads to better presentations and a more engaged audience.
Positive feedback in presentations highlights the strengths of the speaker and their effective delivery. It should:
Acknowledge Strengths: Point out what the speaker did well.
Provide Specific Examples: Mention moments that exceeded expectations.
Having good things to say about a presentation is about recognizing the speaker’s efforts beyond basic expectations. Instead of generic praise like “Good job!” specify how:
– The presentation flowed logically, enhancing audience understanding.
– Detailed research strengthened the presentation’s credibility.
– Inclusion of relevant slides demonstrated audience awareness.
– Engaging icebreakers established authority and captured attention.
– Complex topics were simplified for better audience comprehension.
– Real-life examples made the topic relatable and significant.
– Visual aids effectively supported key points, maintaining audience focus.
– Interactive elements encouraged audience engagement and clarity.
– Professional yet passionate delivery sustained audience interest.
– Conclusion effectively summarized key points while encouraging further exploration.
– Attention to detail in slides and delivery enhanced overall impact.
– Confident body language underscored authority and engagement.
– Additional resources provided enriched learning opportunities for all audience members.
Recognizing these specific strengths helps speakers refine their skills and deliver even stronger presentations in the future.
Constructive feedback focuses on areas that need help while offering guidance on how to address those issues in future presentations. The goal is to build up the speaker, not tear them down, by highlighting specific weaknesses and providing practical advice.
When giving candid feedback, it’s important to focus on the presentation, not the presenter. If you notice a recurring problem, provide a few examples instead of pointing out every instance. Asking the speaker about their thought process before critiquing their slides or speech can help identify knowledge gaps.
Here are some examples of constructive feedback for a presentation:
Engage the Audience: Start with a thought-provoking question or an interesting statistic to grab the audience’s attention right away.
Eye Contact: Making eye contact helps connect with the audience and boosts your confidence.
Clarity and Pace: Speak with clarity and at a slower pace. Recording yourself and listening back can help you improve.
Interactive Elements: Include time for audience questions to make the presentation more engaging.
Audience Knowledge: Tailor your content to the audience’s knowledge level. Remove unnecessary parts and focus on what’s relevant.
Presentation Structure: Organize your presentation from general to specific to make it easier to follow.
Real-World Examples: Use real-world examples to make your points more relatable and understandable.
Visuals: Balance text and visuals on your slides to maintain audience interest.
Humor and Media: Use humor and GIFs sparingly to enhance transitions, not distract from the content.
Confidence and Preparation: Practice regularly and consider a script or outline to keep on track and improve pacing.
Additionally, understand your audience’s body language and social cues to adjust your presentation style and tone. Preparing for tough questions and remaining calm during debates can help maintain a positive discussion. Practicing consistently will build your confidence and improve your overall presentation skills.
Candid feedback on how to perform a presentation is about continuous improvement, helping speakers refine their skills and deliver more impactful presentations in the future.
Giving feedback on a presentation can seem daunting, but breaking it down into specific areas can make the process easier and more effective. Here are key aspects to consider:
Understanding: Did the speakers know who their audience was?
Context: Was the amount of context provided suitable for the audience’s knowledge level?
Engagement: Did the speaker allow time for audience questions?
Tone: Was the presentation’s tone appropriate for the audience?
Approachability: Did the speaker appear approachable and confident?
Clarity: Was the speaker speaking clearly and at a good pace?
Eye Contact: Did the presenter make eye contact with the audience?
Nonverbal Cues: Were the presenter’s nonverbal cues appropriate and not distracting?
Clarity: Was the information clear, specific, and easy to understand?
Relevance: Was the material relevant to the topic and audience?
Examples: Did the presenter include real-world examples to illustrate points?
Relevance: Were the visuals relevant to the content?
Clarity: Were the visuals easy to see and understand?
Balance: Was there a good balance between text and visuals?
Professionalism: Did the slides look professional and well-designed?
Key Messages: Were the key messages clear and concise?
Objectives: Did the presenter clearly communicate the objectives of the presentation?
Takeaways: Did the presenter provide clear takeaways for the audience?
Voice: How well did the presenter’s voice carry in the presentation space?
Engagement: Was the presentation engaging and interactive?
Capturing Attention: How well did the presenter capture and maintain audience attention?
Accessibility: Was the presentation accessible to all audience members?
Using a checklist based on these categories can help you provide structured and transparent feedback on the quality of a presentation, highlighting both strengths and areas for improvement.
Giving effective feedback on presentations is a skill that takes practice to master. Here are some tips to help you provide constructive and positive feedback to presenters:
Before giving feedback, think carefully about what you want to communicate. Prepare your thoughts to avoid knee-jerk reactions that can be unhelpful. Practice your feedback with a coach if possible to ensure clarity and effectiveness.
Start with something positive, then offer candid feedback, and end with another positive comment. This method helps balance your feedback and shows the presenter what they did well.
Use specific examples from the presentation when giving feedback. Avoid vague comments like “ improve your communication skills .” Instead, say, “I suggest adding a slide with key agenda items to help the audience follow along.”
Address actions and behaviors rather than personal traits. For example, instead of saying, “You seemed nervous,” say, “I noticed that you were fidgeting, which can be distracting.”
Frame your feedback with “I” statements to make it clear that you’re sharing your perspective. For instance, say, “I felt the presentation could benefit from more examples.”
Give feedback as soon as possible after the presentation. This ensures that the details are fresh in your mind and provides more accurate and helpful feedback.
When pointing out areas for improvement, offer actionable advice. For example, “I recommend practicing with a friend to improve your pacing.”
Encourage a two-way conversation by asking the presenter for their thoughts on their performance. This helps them reflect on their strengths and areas for improvement.
Be clear and direct, but also kind. Feedback should come from a place of care and support, making the recipient feel valued.
Check in with the presenter after some time to see how they are progressing. Offer continued support and share any positive changes you’ve noticed.
Provide feedback in a private and comfortable setting where the presenter feels safe to receive and discuss it.
Finish with a sincere compliment to reinforce positive behaviors and encourage growth. For example, “I was really impressed with your opening—it grabbed everyone’s attention.”
By following these tips, you can give feedback that is constructive, supportive, and effective, helping presenters improve their skills and confidence.
Once you’ve learned how to give good feedback, it’s time to focus on receiving it. Here’s how to make the most of feedback after your presentation:
When you ask for feedback, stop talking and listen. Avoid justifying your actions or steering the conversation. Simply listen to what the person has to say.
Pay attention to how you respond to feedback, including your body language and facial expressions. Don’t take feedback personally, as this might make the person giving it feel like they’re hurting your feelings. This can lead to less honest feedback, which isn’t helpful. Create an environment that allows honest and constructive dialogue.
To grow, be open to all feedback you receive. Closing yourself off from feedback hinders your progress and development. Embrace feedback as a chance to improve.
Before making any changes based on feedback, ensure you fully understand the message. Avoid changing something that’s working well. Confirm that you’re addressing the right issues before taking action.
After receiving feedback, take time to reflect and process it. Compare the feedback with your own self-evaluation. Look for differences between your perspective and the feedback you received. Remember, no presentation is perfect, and it’s challenging to meet everyone’s expectations.
Always follow up after receiving feedback. This shows you value the input and are committed to improvement. It also demonstrates that you’ve taken action based on their advice.
Presentation feedback is crucial for improvement and confidence building. It involves both positive and constructive elements that help speakers refine their skills. Positive feedback highlights what went well, offering specific praise to reinforce strengths and encourage continued success. Constructive feedback, on the other hand, focuses on areas for growth, providing actionable advice to address weaknesses. This balanced approach ensures ongoing development and enhances presentation quality.
Effective feedback should be specific, timely, and empathetic, aiming to support rather than criticize. By actively seeking and integrating feedback, presenters can enhance their delivery, engage their audience better, and continuously improve their skills. Embracing feedback as a tool for growth helps transform challenges into opportunities for learning and achievement.
1. Why is feedback important for presentations?
Feedback helps improve presentation skills by highlighting strengths and areas needing improvement. It boosts confidence and ensures ongoing growth, making presentations more effective and engaging.
2. How can you provide effective feedback to a speaker?
Focus on specific behaviors and provide actionable advice. Use examples from the presentation, offer solutions, and maintain a supportive tone to help the speaker improve without discouraging them.
3. What is the best way to receive feedback?
Listen carefully without getting defensive. Be open-minded, understand the feedback fully, and reflect on it before making changes. Following up shows you value the input and are committed to improvement.
4. How can I make feedback easier for my audience to give?
Use feedback forms or engage directly with your audience after the presentation. This makes it convenient for them to share their thoughts and ensures you get valuable insights for improvement.
At Prezentium, we understand that effective presentation feedback is essential for growth and improvement. Whether you’re refining your skills or seeking to make a lasting impression, our AI-powered services can make a difference. Our Overnight Presentations service ensures you receive expertly designed, visually compelling presentations. For ongoing improvement, our Accelerators team transforms your ideas and notes into polished presentations and custom templates. And with Zenith Learning , we offer interactive workshops that combine structured problem-solving with visual storytelling to enhance your communication skills.
Don’t let feedback intimidate you—let it be a tool for excellence. Partner with Prezentium to receive the insights and support you need to shine. Contact us today to see how we can help you deliver outstanding presentations and continuously improve your skills.
Why wait? Avail a complimentary 1-on-1 session with our presentation expert. See how other enterprise leaders are creating impactful presentations with us.
4 types of communication styles, how to make an engaging medical presentation: a comprehensive guide.
WHAT IS AN EVALUATION WHEN YOU ARE AN EVALUATOR?
It is your reaction to the speech as it came across to you: what you saw, heard, and felt in the message.
If different individuals give evaluation feedback to the same speaker, will that be different? The answer is yes: each person has a different perspective, state of mind, temperament, and background to feel and perceive the speech.
WHAT IS AN EVALUATION FOR A SPEAKER RECEIVING IT?
The speaker should appreciate feedback from the evaluator. The evaluator, a fellow toastie, listens to the speech presentation carefully, thinks critically about the project objectives, writes notes, prepares detailed feedback, and sincerely attempts to deliver it constructively.
At a Toastmasters meeting, the speaker avoids interrupting, countering, talking back, or arguing with an evaluator in the middle of the evaluation.
TOASTMASTERS’ SPIRIT WITH EVALUATIONS
A Toastie genuinely cares for fellow toasties in the group.
At Toastmasters, we encourage every teenager to get on their cutting edge, stretch their comfort zone, and try new ideas. So, an evaluator shares their reaction in a very positive and constructive way. The evaluation could be an opportunity to make friends with a new speaker or sometimes take the speaker in your wings. An evaluator always roots for the success of a fellow toastie making a speech attempt.
Think about it from the speaker’s perspective. Examples:
Q: What if you disagree with a viewpoint a speaker shares in their speech? A: Focus on the speaker’s project objectives and how well you think they achieved them. It is an absolute NO-NO to counter the speaker or argue against their take in your evaluation.
Q: Do you have to agree with the speaker’s viewpoint even if you don’t believe in it? A: As an evaluator, you don’t have to agree or disagree with the speaker’s opinion or message. Look at it from the speaker’s perspective: think of what they did well and where they could improve to achieve their goals.
For example, what if you see a lot of value in social media and the speaker’s message was social media is the worst thing that happened to teenagers? Try to understand what they tried to convey and how well you think they succeeded in developing the statement. Probably okay to mention that your opinion on it was different, but the focus of an evaluation should be on what the speaker did well and where they could improve to develop their intended message.
Q: Do you share what a speaker could have done differently for a more substantial impact/impression on you? A: Yes. Evaluations are the heart and soul of toastmasters and an incredibly empowering tool for teenagers to grow and develop. Seeing a genuine perspective from a fellow teenager toastie regarding how their message was received and perceived is priceless. Speakers can use it to understand how to improve.
The critical success factor with the role of an evaluator is to ensure the message doesn’t come across as a judgment or a piece of advice. Use the techniques from our one-pager on delivering the message (it is PDF and opens in a new tab when you click here.)
Q: Do you share what came across effectively from the speech? A: Yes. An evaluation isn’t just a fault-finding mission; it should also include positives from the speech.
TIPS TO BE EFFECTIVE AS AN EVALUATOR
Read and take the printed copy of our PDF note on evaluations to the meeting. Click here to download. It opens in a new tab .
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45 constructive feedback examples: your cheatsheat to improvement feedback.
Giving constructive feedback is easier said than done. It is one thing to understand the theory, but finding the right words can be tricky.
This article will give you some actual constructive feedback examples that you can use to improve your feedback process.
Share them with your employees and your leaders and start reaping the benefits of a constructive feedback culture.
Meaningful feedback is essential to employee development and a positive work environment.
However, there is a fine line between constructive feedback and criticism, which you need to understand when managing people.
Employee feedback is necessary to enhance a worker's performance by identifying areas needing improvement. Unlike criticism, which merely points out weak spots, constructive feedback identifies problem areas and offers solutions.
A healthy feedback culture in your company ensures open, beneficial communication regarding employee and company performance. Everyone needs to work together toward a common goal when striving for success, and constructive feedback can help you get there!
➡️ To learn more about the philosophy behind these examples, check out our article on how to effectively use constructive feedback . We cover the benefits, collective goals, and best practices for giving constructive feedback in a positive workplace—a must-have skill for HR pros.
Below are 45 examples of constructive feedback that you can use for inspiration when you need to motivate your coworkers to do their best.
If any employee is missing goals , you must consider the cause from every angle. Ask yourself:
Generally, a feedback recipient wants to perform well, and missing goals is something they hope to avoid. So be sure to approach this conversation and offer assistance rather than criticize their ability or performance.
Here are some employee feedback examples you can use when it comes to missing goals:
Decreased productivity can often result from dissatisfaction with a job or burnout. In either case, it is essential to use tact to avoid exacerbating a situation where friction already exists.
Be sure to do your homework before giving this type of feedback. You can do so by:
Suppose you can identify some likely causes for decreased productivity. In that case, you can better prepare yourself if they come up during the discussion.
For example, suppose an employee's productivity decreased after a coworker quit . In that case, you can try to figure out how that has impacted the subject.
Below are a few constructive criticism examples you can use to broach the subject of decreased positivity while remaining positive and helpful:
Tip: Offering assistance or showing a legitimate concern for the employee's success will convey that you are there to help, not crack the whip.
When dealing with a bad attitude, you need to be extra cautious.
If an employee has a history of a bad attitude, feedback of any sort may trigger an unprofessional response.
While this can be uncomfortable, it may also be beneficial in the long run as you can address the problem firsthand. Though, ideally, you can prevent any situations now or in the future.
Tip #1: The key here is to target the behavior, not the person. Try not to get personal with opinions or judgment. Instead, point out the issue and why it is a problem.
These are some ways you can deliver behavioral feedback constructively:
In some cases, merely letting an employee know that their behavior has caused enough of an issue for management to take notice can motivate them to take steps to correct it.
Tip #2: When possible, approach the situation gently, hoping they will be willing to improve.
Tip #3: If this is a recurring problem or severe enough to need an immediate resolution, you may need to use more explicit language and set stern expectations or ultimatums.
Tardiness and absenteeism are common issues that every HR specialist might have to deal with occasionally.
Fortunately, attendance is usually well-documented, and policies are often in place. If not, you may want to consider making one.
Tip: Having attendance policies in place removes any favoritism from the situation. Plus, it will prevent some employees from feeling targeted unfairly.
When giving constructive feedback about work ethic, consider these approaches:
If possible, offer to work with the subject on their schedule. Try to find ways to improve the situation without forgetting about their work-life balance.
Show that you are trying to help them and might clear up any attendance issues.
A lack of attention to detail can be harmful in the workplace. Small mistakes in critical processes can cause a slew of problems.
Spending an extra minute double-checking your work can save hours cleaning up a mistake.
However, we are all human, and mistakes do happen. The problem is when an individual makes more than their fair share of these small mistakes.
To address concerns with attention to detail, try framing your constructive feedback like this:
Providing constructive feedback on a worker's attention to detail is tricky, as it can have many root causes.
For some, it is simply not one of their strengths. Other times, it can be a lack of motivation or engagement or even a symptom of burnout.
Discovering the cause of the lack of attention to detail is vital to solving the problem (even if that means the position simply isn't a good fit).
Constructive feedback isn't always targeted at new employees or those low on the totem pole.
Sometimes you will need to give feedback to employees in a high-up position who may have years of experience under their belt.
This has a higher chance of going sideways because that person may see themselves as your peer or even superior. After all, they must have some success and leadership skills if they made it to where they are.
Tip: With constructive criticism, you want to avoid questioning someone's ability. Especially when the recipients are likely to have pride attached to a position they feel is earned and prestigious.
Giving feedback in these situations may trigger a more defensive or haughty response.
Try to remain neutral when administering constructive feedback examples for your manager and those in positions of leadership, like in these examples:
In leadership roles, the levels of responsibility and stress tend to be higher. This context makes constructive criticism even more important as performance, morale, and open communication rely on positive and effective feedback.
High-performers are another tricky group to give constructive feedback to. Since their performance is usually high, feedback often isn't needed or warranted. At the same time, opportunities to further develop these individuals can make them even more effective.
➡️ We gathered 36 constructive feedback for high performers examples to help you further develop your best employees without backfiring and hurting their morale.
The goal of good management is not to have to manage your people. If everyone knows what they need to do and how to do it, your company can run like a well-oiled machine.
Inevitably, new problems will arise. While some folks can overcome those challenges, others won't.
Sometimes this is a lack of ability to solve the problem. Other times it can flag putting insufficient effort into the tasks.
Often, the oil of a well-oiled work machine is the employees' ability to work autonomously without micromanaging from their leaders.
For employees who don't seem to be bringing enough oil to work, try these constructive criticism examples:
Often, a reluctance to take the initiative or try a solution that seems outside the box stems from fear of making a mistake.
However, employees who are constantly unwilling to take that leap won't grow or learn from those potential mistakes.
Know when to encourage them!
Communication, like feedback, is vital for teams to work effectively and efficiently.
Unfortunately, there will be times when employees are unable or unwilling to communicate with their coworkers, which can lead to wasted time and unnecessary mistakes.
Some common reasons for poor communication skills are:
As always, identifying the cause of the problem is the first step to solving it.
To root out these issues, try these examples to promote effective communication:
More often than not, communication breakdowns have an easy fix.
For example, maybe a new employee hasn't met enough friendly faces to feel comfortable putting themselves out there.
Or perhaps someone has valuable information but no good lines of communication to pass it along.
Usually, employees simply need a nudge to get them talking.
Teamwork is an essential part of a successful company. With different individuals bringing different expertise to the table, working together is the only way for everyone to add value.
Sometimes the teamwork dynamic doesn't run as smoothly as we would like. This can result from several reasons, such as personality conflicts, poor communications, or ineffective management, which can all affect team morale.
To help employees be more of a team player, try these constructive feedback examples:
Teamwork makes the dream work, as they say. In other words, good teamwork makes everyone's job easier and leads to success.
Teamwork breakdowns often result from communication failures, though personality conflicts can also lead to tension among team members.
Scheduling a sit-down or team-building exercise is often a worthwhile use of your and your team's time.
While the tenets behind constructive feedback remain the same for a remote team, there are some considerations you should be aware of. For example, it can be harder to portray emotion and empathy through email than through oral delivery.
You can do some things to mitigate these challenges, like giving feedback through a video call instead of an email or text chat. Still, your approach may also need to change.
Tip: Convey positivity and constructiveness clearly through whatever medium you use. It may mean using superlative words in an email or emojis in a web chat.
Here are some examples of written constructive feedback for remote workers:
As you can see, these examples include more exclamation marks, pleasantries, and even a smiley face that you don't necessarily see in the other examples.
Tip: An added effort to imbue text communications with an appreciative tone can help make up for the lack of smiles and facial expressions you can offer in person.
Being kind and supportive in virtual communications can help remote workers feel welcome and valued as part of your team, even if you don't see them daily.
As an HR professional, you still want to build relationships and loyalty with long-distance coworkers.
🌱 Use constructive feedback to create a development plan and set the path for growth. First, set concrete professional development goals . Then, define the concrete steps that will make your goals a reality.
Improvement focus: communication skills.
1. "While you have great insights, I've observed that during team meetings, your points sometimes get lost because of not being clearly articulated. Perhaps focusing on structuring your thoughts before presenting might help in more effective communication."
2. "During presentations, you have a wealth of knowledge to share, but sometimes it feels rushed. Slowing down and ensuring everyone is following might lead to more fruitful discussions and clearer understanding for everyone."
1. "I've noticed that you often work late hours to meet deadlines. While your dedication is commendable, it might be helpful to prioritize tasks and set intermediate goals to manage your workload more effectively."
2. "I've seen that the last-minute rush sometimes results in oversights in your work. Setting earlier personal deadlines might help in allocating ample time for review and refinements."
1. "On several projects, it seemed like you preferred working in isolation, which sometimes resulted in overlapping efforts with other team members. It might be beneficial to regularly check in and collaborate with the team to ensure everyone's on the same page."
2. "While your independent work is strong, there have been moments when integrating it with the team's output posed challenges. Regularly sharing updates and seeking input can ensure smoother integration and better cohesion within the team's work."
1. "While you're incredibly skilled in your domain, there were a few instances where feedback was provided, but it wasn't incorporated. Being more open to suggestions and constructive criticism might help in refining the final output."
2. "You have a strong vision for your projects, which is commendable. However, being more adaptive to feedback can provide a fresh perspective and potentially elevate the quality of work even further."
1. "You have a knack for solving problems once they're identified. However, taking a more proactive approach by anticipating potential issues and addressing them in advance could enhance the overall team efficiency."
2. "Your response to issues is commendably swift. However, focusing on foresight and preventive measures might decrease the frequency of problems arising in the first place."
💬 Would you like some more examples, and extra tips and tricks? Then, 45 performance review phrases and extra tips and tricks for giving better performance feedback.
Improvement focus: delegation & trust.
"While your hands-on approach is commendable, it might benefit the team if you delegate more tasks. This not only helps in managing your workload but also empowers team members, fostering trust and helping them grow in their roles."
"You have a clear idea of where our department should head, but sometimes the team seems uncertain about the bigger picture. Regularly communicating and reiterating the vision can keep everyone aligned and motivated toward the same goals."
"Your leadership has guided us to achieve great milestones. However, there are instances where team members have innovative ideas they'd like to share. Creating an environment where everyone feels their suggestions are heard and valued can spark innovation and boost team morale."
"When conflicts arise within the team, it's crucial to address them promptly and constructively. I've observed situations where issues lingered longer than necessary. By taking a proactive approach to mediate and facilitate open dialogue, we can maintain a more harmonious and productive environment."
"You've done a commendable job in driving projects to completion. However, recognizing team members for their contributions and giving specific, constructive feedback can further enhance motivation and performance. Regularly acknowledging efforts and guiding improvements can make a significant difference in team dynamics and individual growth."
Do not think of giving and receiving feedback as pointing out failures. Instead, think of it as paving the way for growth and success .
Feedback as a part of your company culture is truly best for everyone. Individuals are encouraged to strengthen and develop their skills while the company benefits from better employee performance.
📈 Zavvy helps promote a positive feedback culture with our 360 Feedback Software that enables you to give honest feedback that is fully customizable for your workforce.
Empower your team with transparent upward, downward, peer, and self-feedback modalities to drive professional growth and team development.
Keke is Zavvy's expert in learning experience. On our blog, she shares experience and insights based on her studies in learning design and experiences made with our customers.
Check-in. Make an intentional effort to check in with the person on how they're doing in the respective area of feedback. For example, let's say you've given a teammate feedback on their presentation skills. Follow up on how they've invested in building their public speaking skills.
Download a printable speech evaluation form. It's simple to use & suitable for: students wanting to know more about the assessment criteria for their prepared speeches. teachers. anybody wanting structured feedback on their public speaking. The form lists all the important elements that collectively make a successful speech alongside a 5 point ...
Example 3: Employee misses a meeting unexpectedly. Sandra is the team's graphic designer and was so focused on her latest assignment that she forgot to attend today's community meeting. Emphasize her importance to the team and why attendance at the meeting matters. Example of constructive feedback: "Sandra, your passion and talent for graphic ...
In this section, we will take a deep dive into techniques for delivering constructive feedback and things to keep in mind when giving constructive feedback to your managers, supervisors, employees, or colleagues. 1. Prepare and Choose the Right Time. Depending on the severity of the action in need of feedback, some constructive feedback may ...
A constructive feedback example about behavior is, "When you talk over Pam in the meetings, you're making all the women on our team feel less comfortable speaking up.". As opposed to, "You're really rude to people, and it's dragging down the team.". 6. Explain the impact of the employee's action.
When someone asks you for feedback on their speech, sometimes it's hard to know what to say. How to critique a speech and give constructive feedback? Here's the latest from my one-minute public speaking tips including the two most helpful questions you can answer when someone asks you for feedback on a presentation. You can read the video ...
Giving Feedback Plays A Key Role In Improving Public Speaking. Feedback to a speech includes opinions and criticisms others who heard it share with the speaker. It can be positive or negative, but those who offer it should make it constructive. The purpose of giving feedback is to help the speaker improve the content, the delivery, the visuals ...
What it is: Constructive feedback focuses on the areas that need improvement. As the name suggests, this type of feedback is about building up, not tearing down, so always include advice on how to avoid those issues in the next project. This kind of feedback is about calling attention to the weaknesses of a particular presentation and not to ...
Constructive feedback is clear, specific, and balanced communication that provides actionable insights to individuals regarding their performance or behavior. It aims to help individuals identify areas for improvement, develop their skills, and foster positive growth. Unlike criticism, constructive feedback focuses on solutions and ...
Public Speaking: Needs Improvement Phrases. Does not handle pressure well enough and it is easy to tell the nervousness. Shows lack of confidence when it comes to delivering any talk. Not willing to improve the public speaking skills and learn new ways. Does not accept constructive feedback and is not willing to give feedback when required.
Here are some examples of positive feedback phrases you can share with your team: 1) "You did a great job on this project, keep up the good work and feel free to tell me if you need support!". 2) "You are really good at managing your schedule and consistently meeting deadlines. Your time management skills are truly valuable to the team.".
Constructive Feedback: Examples & Tips for Effective Communication Constructive feedback is an essential element in the workplace, because it helps people grow and improve their skills. Effective feedback goes beyond mere criticism; it offers specific guidance for improvement, encouraging recipients to build upon their strengths and address their weaknesses. See also: Constructive Criticism ...
Constructive criticism is made up of two words: constructive-the building of something, and criticism-the giving of a critique. So constructive criticism is critiquing with the intention of building something. ... Give smaller, low-stakes opportunities to receive speech feedback. Give negative feedback privately. Allow feedback to come from ...
Keep your eye on the presenter's objective so you can provide worthwhile constructive feedback. Focus on three, maximum five areas for feedback. Any more and you'll overwhelm the receiver. Provide your feedback focussed on the most important elements for improvement. Share what's working and what isn't but don't stop there.
Here are some tips on how to give effective constructive feedback to your team. 1. Hold regular one-to-one meetings with your team. To help ensure that your team members feel valued and heard, consider holding regular one-to-one meetings with each of them.
Constructive feedback to improve communication style and skills . Effective communication between managers and employees is a critical component of success. Providing regular, constructive feedback is vital for improving communication in a group setting and during one-on-one meetings. 11. "I've noticed that we sometimes have a communication ...
Summary. Feedback — both positive and negative — is essential to helping managers enhance their best qualities and address their worst so they can excel at leading. Strengths-based development ...
The purpose of giving feedback is to improve the situation or the person's performance. You won't accomplish that by being harsh, critical or offensive. You'll likely get much more from people when your approach is positive and focused on improvement. That's not to say feedback always has to be good, but it should be fair and balanced.
Asking the speaker about their thought process before critiquing their slides or speech can help identify knowledge gaps. Here are some examples of constructive feedback for a presentation: Engage the Audience: Start with a thought-provoking question or an interesting statistic to grab the audience's attention right away.
Smile and address the speaker using their name. Make your feedback specific - pull in particular instances and details from the speech and use that when you give an evaluation. The speaker can understand and relate to your feedback when you do that. Read and take the printed copy of our PDF note on evaluations to the meeting.
📝 45 Constructive feedback examples. Below are 45 examples of constructive feedback that you can use for inspiration when you need to motivate your coworkers to do their best. 🎯 Constructive feedback examples about missing goals. If any employee is missing goals, you must consider the cause from every angle. Ask yourself:
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20.04.2020 23:24, Etelä-Karjala
Inferno 33, vm 1991,. Pituus, leveys, syväys: 10.05, 3.08, 1.75. Korkeus: 16.6. Paino 4500kg. Rek.no K-46731. Purjeen no FIN-8042. Runkokatsatettu 2018. Vuokraveneen katsastustodistus, Veneellä on myös kilpailtu. Viiimeiset 20v makessa vedessä. Varusteet: Autopilotti: Autohelm ST 2000. GPS: Geonav. Mittaristo Autohelm. Loki, kaiku, tuulimittari, kompassi.Kompassi (neste): Suunto. VHF: Raymarine…, aluksella viestintäviraston radiolupa (AL1136422), aluksen tunnus OJ8374. Ilmapuntari. Hyväkuntoiset patjat!. Tiikit sitloorassa. TV ja radio. Teräspukki talvisäilytykseen. Spinnupuomi. Puomipussi. Ankaroliina. Ankkuri. Hätäraketit. Soihdut. Pelastusrengas. 2 sammutinta. Pilssipumppu. Palovaroitin. Ulkopöytä. Keulatikkaat. Keitin: Keitin/uuni nestekaasulla, 2 pulloa. Kylmäboksi ja kompressori. WC ja Septitankki, imutyhjennys 40l. Juomavesitankki 90l, painevesi. Lämminvesiboileri. Keittiössä kylmä/lämmin vesi, suihkuletku yltää myös kannelle. Polttoaine tankki (diesel) 40l. Lämmitin (diesel) Webasto 2400. Maasähkö: Sisäpistorasioilla. Aurinkopanelit 2kpl. 2 käyttöakkua, yksi starttiaukku. Uusittu 2018. Invertteri :12v -> 220V Kone Volvo Penta 2002 diesel, 18hv. (Myös samanlainen kone myytävänä erikseen tai neuvotellaan kauppaan mukaan jos haluaa varakoneeksi), Volvon 3-lapainen taittolapapotkuri. S-vetolaite 120S. Sprayhood. Selden riki, 2 saalinkia. Vinssit 6kpl (4 kpl itsejalustava). Köysilukot 10 kpl. Barduunat, vaijeri Purjeet 8kpl: Isopurje Doule radial-leikattu Pentex laminatti, 3 läpilatoitettu Isopurje WB-sails, läpilatta (alkuperäinen) Rullapurje 140%, 32.1m2, 6,5oz trifab mylar, Rulla Harken MKII Genoa 1 Neb-sails, takaa kevlar vahvistettu ja edestä polyester vahvistettu Mylar Genoa 3 Doyle 107% XC Kevlar 3 laattaa (ollut vähällä käytöllä kilpailuissa) Spinaakkeri coastal true radial 1.0oz nort toray (86m2) Spinaakkeri Quantum, Superkote 75 Täysradiaalileikkaus (”sivutuulen” spinaakkeri, ollut vähällä käytöllä kilpailuissa) Myrskyfokka
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Buster supermagnum.
Proudly serving the boating community since 1972
585-752-2530
Rochester, new york, united states, well equipped and maintained soverel 33. very good quantum sail inventory, upgraded b&g instrument package, new ballenger mast, faired bottom, yanmar diesel and much more....
HIN/IMO: TARS3088E790
LOA: 33' (10.06 Meters)
Type: Sail- Used
Fuel Type: Diesel
Hull Material: Fiberglass
RCR Rochester is located in the heart of the waterfront district in the area’s premier facility, Shumway Marine, with direct access to the Genesee River and Lake Ontario. Corbo Corbishley and Brendan Harris are the brokers on site.
Sales & brokerage.
A native of northern New Jersey, Corbo was introduced to sailing shortly after graduating Ithaca College and became obsessed with sailing. Crewing whenever opportunity arose he also bought and campaigned several one-design sailboats. While still sailboat racing whenever time allows on his J-70 “Late Life Crisis” he enjoys cruising with his wife Donna. They recently stumbled over to the “Dark Side”, trading in their Beneteau 37 for a Back Cove 37.
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Pre-Spec sailboat sheets for your Inferno 33. Genoa, gennaker and spinnaker shets to fit your cruising or racing sailing style. Full range of options.
MAURIPRO Rigging shop brings years of expertise to the sailing community. Our riggers are constantly working with sailboat owners to provide high-quality genoa, mainsail and spinnaker sheets for their cruising or racing sailboats. From traditional polyester double braid to the latest on high tech lines made out of Dyneema or Stirotek, we offer a wide range of materials and diameters to fit any need of sailboat sheets.
We at MAURIPRO Sailing are looking forward to helping you the best way we can, but most importantly, we are looking forward to seeing you on the water. Let's Go Sailing!
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Inferno 31 is a 31 ′ 0 ″ / 9.5 m monohull sailboat designed by Håkan Södergren and built by Finngulf (FIN) starting in 1983.
Auxilary power, accomodations, calculations.
The theoretical maximum speed that a displacement hull can move efficiently through the water is determined by it's waterline length and displacement. It may be unable to reach this speed if the boat is underpowered or heavily loaded, though it may exceed this speed given enough power. Read more.
Classic hull speed formula:
Hull Speed = 1.34 x √LWL
Max Speed/Length ratio = 8.26 ÷ Displacement/Length ratio .311 Hull Speed = Max Speed/Length ratio x √LWL
A measure of the power of the sails relative to the weight of the boat. The higher the number, the higher the performance, but the harder the boat will be to handle. This ratio is a "non-dimensional" value that facilitates comparisons between boats of different types and sizes. Read more.
SA/D = SA ÷ (D ÷ 64) 2/3
A measure of the stability of a boat's hull that suggests how well a monohull will stand up to its sails. The ballast displacement ratio indicates how much of the weight of a boat is placed for maximum stability against capsizing and is an indicator of stiffness and resistance to capsize.
Ballast / Displacement * 100
A measure of the weight of the boat relative to it's length at the waterline. The higher a boat’s D/L ratio, the more easily it will carry a load and the more comfortable its motion will be. The lower a boat's ratio is, the less power it takes to drive the boat to its nominal hull speed or beyond. Read more.
D/L = (D ÷ 2240) ÷ (0.01 x LWL)³
This ratio assess how quickly and abruptly a boat’s hull reacts to waves in a significant seaway, these being the elements of a boat’s motion most likely to cause seasickness. Read more.
Comfort ratio = D ÷ (.65 x (.7 LWL + .3 LOA) x Beam 1.33 )
This formula attempts to indicate whether a given boat might be too wide and light to readily right itself after being overturned in extreme conditions. Read more.
CSV = Beam ÷ ³√(D / 64)
Similar to the CROWN 31 and FINNFULF 31. See FINNGULF 31 for more details.
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40 to 50 indicates a heavy bluewater boat; over 50 indicates an extremely heavy bluewater boat. Comfort ratio = D ÷ (.65 x (.7 LWL + .3 LOA) x Beam^1.33), where displacement is expressed in pounds, and length is expressed in feet. Capsize Screening Formula (CSF): Designed to determine if a boat has blue water capability.
Inferno 33 is a 32′ 11″ / 10.1 m monohull sailboat designed by Håkan Södergren and built by NaBoats/Tabasco Marine (FIN) between 1984 and 1990. Great choice! Your favorites are temporarily saved for this session.
The Finngulf 33 aka Inferno 33 is a sailboat designed by the Swedish maritime architect Håkan Södergren in the late eighties. ... The SA/D for Finngulf 33 with ISO 8666 reference sail is 20.1, with a 135% genua the SA/D is 23.1. Low High 90% 0 50 100.
The Inferno 33 is a 32.97ft fractional sloop designed by Håkan Södergren and built in fiberglass between 1984 and 1990. 25 units have been built. The Inferno 33 is a moderate weight sailboat which is a high performer. It is very stable / stiff and has a good righting capability if capsized. It is best suited as a fast cruiser.
The immersion rate is defined as the weight required to sink the boat a certain level. The immersion rate for Inferno 33 is about 169 kg/cm, alternatively 947 lbs/inch. Meaning: if you load 169 kg cargo on the boat then it will sink 1 cm. Alternatively, if you load 947 lbs cargo on the boat it will sink 1 inch.
Finngulf 33 HS. Designed by Håkan Södergren, also built under the name Inferno 33, this is a zippy cruiser racer that is still quite popular in the Baltic. 25 yachts were built between 1983 and 1990. ... Beam: 3,08m . Draft: 1,75m . Displacement: 4 500kg . Keel Weight: 2 100kg . Sail Area: 56 m 2.
INFERNO 33 Sailboat Data Hull Type: Fin w/spade rudder Rigging Type: Fractional Sloop LOA: 32.97 ft / 10.05 m LWL: 26.90 ft / 8.20 m S.A. (reported): 592.00 ft² / 55.00 m² Beam: 10.10 ft / 3.08 m Displacement: 9,920.00 lb / 4,500 kg Ballast: 4,409.00 lb / 2,000 kg…
Sailboat data, rig dimensions and recommended sail areas for Inferno 33 sailboat. Tech info about rigging, halyards, sheets, mainsail covers and more.
Fin w/spade rudder. Specifications INFERNO 33. 1984 - 32.97 ft / 10.05 m - Håkan Södergren - NaBoats/Tabasco Marine (FIN) INFERNO 33 Sailboat Data. Hull Type: Fin w/spade rudder
Sailing boat; Model: Inferno 33; Designer: Håkan Södergren; See also: boats for sale. Marlow Hunter Hunter 33 Gibert Marine Gib'Sea 352 Master Marlow Hunter Hunter 33 Zuanelli Z34 Baltic 33 Boat Files General Data. Overall length: 10.05 m; Waterline length: 8.2 m; Maximum beam: 3.08 m; Draught: 1.75 m; Displacement: 4500 kg; Ballast: 2000 kg ...
Finngulf 33 "Inferno" EUR 28.000,-EU taxes paid. Save as favorite; Download PDF; Print version; Recommend this ad; Category Sail Boats; Boat Type Sailing Yacht; Manufacturer Finngulf sail boats; Model 33 "Inferno" Type Used boat; Year built 1989; Condition good; Length 10.08 m; Width 3.08 m; Depth 1.75 m; Weight 4500 kg; Keel type Fin keel ...
40 Sailboats designed by Håkan Södergren. Sailboat. Murena 30. 1972 • 29 ... Inferno 33. 1984 • 32 ... Inferno 29. 1982 • 28 ...
She's our second boat, we bought her in May. We just sailed around the Finnish archipelago for three weeks. I'm really satisfied with how she sails. Even though the sails are original, from 1989, she tacks very well and we beat several feet longer and more modern boats (as you know, it's always a race, if you see a boat going the same way).
C&C 53 (Inferno) is a 52′ 11″ / 16.2 m monohull sailboat designed by C&C Design and built by Bruckmann Yachts starting in 1976. ... (.7 LWL + .3 LOA) x Beam 1.33) D: Displacement of the boat in pounds; LWL: Waterline length in feet; LOA: Length overall in feet; Beam: Width of boat at the widest point in feet;
Buy new custom sails for Inferno 33 sailboats. Browse through popular models and create your own custom mainsail or headsail online.
Inferno 33, vm 1991,. Pituus, leveys, syväys: 10.05, 3.08, 1.75. Korkeus: 16.6. Paino 4500kg....
Nyt myynnissä Inferno 33 Sailing boat 1989 Heinola Päijät-Häme Klikkaa tästä kuvat ja lisätiedot.
Well equipped and maintained Soverel 33. Very Good Quantum sail inventory, Upgraded B&G instrument package, new Ballenger mast, faired bottom, Yanmar diesel and much more... Racing Sailboat; Sail; Used; Diesel; Fiberglass Hull; HIN/IMO: TARS3088E790; Vessel ID# 2819398 Last Updated: 2024-08-20 18:39:02
Pre-Spec sailboat sheets for your Inferno 33. Genoa, gennaker and spinnaker shets to fit your cruising or racing sailing style. Full range of options.
Inferno 31 is a 31′ 0″ / 9.5 m monohull sailboat designed by Håkan Södergren and built by Finngulf (FIN) starting in 1983. ... Inferno 31 is a 31 ... (.7 LWL + .3 LOA) x Beam 1.33) D: Displacement of the boat in pounds; LWL: Waterline length in feet; LOA: Length overall in feet; Beam: Width of boat at the widest point in feet;
BEST. • NEW for 2024. • A precision built bowstring for the most demanding bowhunters and archers. • Fully Pre-Stretched and made with our exclusive 452XE Fiber setting a new standard in durability. • Total stability resulting in industry leading performance. • 2 Year Warranty against peep rotation, serving separation, and stretch ...
Find more information and images about the boat and contact the seller or search more boats for sale on YachtWorld. ... 1982 Carver Mariner 33. US$19,500. San Pedro, California. 1984 Hatteras 52 Convertible. US$149,500. Long Beach, California. 1985 Catalina 36 Sloop. US$34,900. Long Beach, California. 1998 Catalina 380.
The starting price is $250,000, the most expensive is $759,930, and the average price of $475,000. Related boats include the following models: 37 Catamaran, 36 Open Fisherman and 35 Catamaran. Boat Trader works with thousands of boat dealers and brokers to bring you one of the largest collections of Invincible 33 boats on the market.
30 to 40 indicates a moderate bluewater cruising boat; 40 to 50 indicates a heavy bluewater boat; over 50 indicates an extremely heavy bluewater boat. Comfort ratio = D ÷ (.65 x (.7 LWL + .3 LOA) x Beam^1.33), where displacement is expressed in pounds, and length is expressed in feet. Capsize Screening Formula (CSF):