Feedback People Can Use

Warm-up0:00–0:088 min

Arrive and warm up

Notice what makes feedback easier to hear and begin a working worksheet.

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Recall feedback that helped

8 min

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Start your worksheet

1
Choose an example
Recall a low-stakes moment when someone gave you feedback you could use. Keep names and sensitive details out of your notes.
2
Name the useful part
Write down the exact words or action that helped you understand what to do.
3
Find the condition
Note what made it easier to hear: timing, specificity, tone, or a chance to respond.

ReflectWhat made that feedback useful, and what condition would you want to recreate when giving feedback?

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Concept0:08–0:2012 min

Make feedback specific

Separate observable actions from assumptions, then connect an action to its impact.

Read

From judgment to observation

12 min

Useful feedback describes something a person could see or hear. “You were careless” is a judgment; “The report had three figures that did not match the source sheet” names observable evidence. Avoid guessing at intent. You can describe an effect without claiming to know why the person acted that way.

A simple structure is situation, behavior, impact, request. Name the situation briefly, describe the behavior, explain its effect, then make a clear request. For example: “In Tuesday’s handover, the stock update was missing. I had to delay the order while I checked the figures. Could you include the update before sending the next handover?”

Knowledge checkWhich opening gives the clearest observable feedback?AYou do not care about the team’s deadlines.BIn yesterday’s review, you interrupted Sam twice before they finished explaining the test results.CYou are always difficult in meetings.

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Practice0:20–0:3515 min

Build a feedback message

Draft a balanced message using a real, low-stakes example.

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Draft with situation, behavior, impact, request

15 min

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Build your draft

1
Set the context
Write one sentence that identifies when or where the example happened. Keep the context brief.
2
Name the behavior
Describe one action or omission. Replace labels such as “unprofessional” or “unreliable” with what you observed.
3
State the impact
Explain a specific effect on the work, a person, or a shared goal. Use “I” or “the team” rather than presenting an assumption as fact.
4
Make a request
Ask for one doable next step. Phrase it so the other person can clarify, suggest an alternative, or agree.

ReflectWhich sentence in your draft is most specific? What would you change to make the request clearer or more collaborative?

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Practice0:35–0:5015 min

Practise the conversation

Deliver the message, listen to a response, and adjust without losing the point.

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Rehearse and listen

15 min

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Run a practice conversation

1
Ask for a moment
Open by checking whether now is a reasonable time to talk. If not, agree on another time.
2
Give the message
Share your situation, behavior, impact, and request. Pause after the request instead of filling the silence.
3
Listen for their view
Ask, “How does that look from your side?” Listen without interrupting. Reflect back one point you heard.
4
Agree on a next step
If you both agree, name who will do what and when you will check in. If you disagree, identify what information is still needed.

ReflectWhat did you learn from the other person’s response, and what would you keep or change in your wording?

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Debrief0:50–1:0010 min

Debrief and commit

Review the practice and choose a realistic next conversation.

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Capture a next step

10 min

Give yourself 10 minutes for this activity. The timer only runs on this page.

Close your worksheet

1
Review your draft
Underline the observable behavior. Circle any phrase that guesses at intent or uses a broad label.
2
Set a small action
Write down one conversation you can prepare for. Choose an appropriate setting and a time that allows both people to focus.
3
Plan the follow-up
Note what agreement or change you will check back on, and when. Keep the follow-up proportionate to the issue.

ReflectWhat is one specific sentence or listening habit you will use in your next feedback conversation?

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