Good opportunities:

• When good work, successful projects, and resourceful behavior deserve to be recognized.

• When the likelihood of improving a person’s skills is high, because the opportunity to use those skills again is imminent.

• When the person is already expecting feedback, either because a feedback session was scheduled in advance or because she knows that you observed the behavior.

• When a problem cannot be ignored, because the person’s behavior is negatively affecting a colleague, the team, or the organization.

Avoid giving feedback in these circumstances:

• When you do not have all the information about a given incident.

• When the only feedback you can offer concerns factors that the recipient cannot easily change or control.

• When the person who needs the feedback appears to be highly emotional or especially vulnerable immediately after a difficult event.

• When you do not have the time or the patience to deliver the feedback in a calm and thorough manner.

• When the feedback is based on your personal preference, not a need for more effective behavior.

• When you have not yet formulated a possible solution to help the feedback recipient move forward.

Pro tips:

• When positive feedback is given frequently, negative feedback will sound more credible.

• Before delivering feedback be honest with yourself about why you want to give it. Sometimes you may be reacting to your own needs and preferences.

• It’s important to give feedback soon after you observe a behavior you want to discuss. Don’t wait for the behavior to repeat. Waiting for performance review (bi-annual) is most definitely too long.

• Always gather the necessary facts and information before offering your perspective.

• If an incident was particularly upsetting, choose a time after both you and the recipient had the opportunity to calm down and reflect.

• Choose a time when recipient can give you an undivided attention.

• Some things are easier to influence than others. A list from easy to hard:

  • Job skills
  • Time and work management
  • Knowledge
  • Attitudes
  • Habits
  • Personality traits