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A challenge is finding the right words. I'm trying to balance what I say, while respecting their experience.

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Lack of trust, either in myself and if my feedback is right, helpful, or appropriate, or in the person I am giving feedback to.

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Giving critical feedback; I don't want to hurt their feelings!

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Not wanting to seem like I am micro managing or being too picky

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Some individuals may have a hard time accepting criticism, even when it's intended to be helpful. I fear it my hurt their ego.

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I don't want to be discouraging or hurt anyone's feelings if I have to give critical feedback.

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It's hard to receive feedback that feels unfair, so examples are key, as is the opportunity to share my perspective.

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I can often see where people are coming from -- 

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I can often see where people are coming from -- 

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I often see why they may have acted in a way that was frustrating, or why we might have fallen short, and I don't want to have them feel like I don't see where they're coming from.

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Worry about coming on too strong when giving constructive feedback as I have a very strong personality to begin with

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Failure to provide concrete, written expectations prior to giving feedback on failure to meet the expectations.

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a challenge is helping others be open to the feedback and not defensive.

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I work extra hard to make sure I'm being thoughtful and compassionate in my approach.

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I want to prepare and know what I am going to say, but I don't want to feel like a robot by reciting a script

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Trying to balance constructive and positive feedback, especially when having accountability conversations when errors have been made and are impacting other peoples work.

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And sometimes means I might not share

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if I bring up a way a director has fallen short. Generally they know what's up, but sometimes not.

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Balancing between too much and not enough feedback, especially with new direct reports and not wanting to overwhelm them or seem like I’m micromanaging

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Sometimes timing / environment is a challenge - it feels most appropriate to give feedback right away, but on my team we are all remote and often working asynchronously, and critical feedback seems to be best delivered 1:1 (rather than, for example, in a comment on a shared doc)

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Finding the sweet spot of delivering feedback. Too early and feedback may be received as micro-manage. Too late and then there is catch up to do.

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I find it challenging to figure out how much feedback to give and when.

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Sometimes I provide feedback but it is not applied and I feel like we are having the same conversation over and over.

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I have found that people say they want feedback, but then they are actually “slippery” in pinning them down to give them the feedback. It’s often due to intersectional life stressors, and I often don’t know if giving them feedback is as important as the life stressors they are facing. But the result is holding on to feedback and increased uncertainty.

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Sometimes I feel like I'm not being heard, like if I have to give the same feedback more than once, I must not be doing something right.

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My boss is not open to constructive feedback from their direct reports.

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helping others understand feedback isn't personal

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The feeling that I will have to manage people's emotional reaction to the feedback

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The feeling that I will have to manage people's emotional reaction to the feedback

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Though I recognize it is not my responsibility to carry their emotions, I feel called to provide a space for them to process afterward because I care about them as individuals

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Providing space for clarity and understanding, while giving action action-based solutions

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too much feedback, making me feel like I'm overstepping or micromanaging. Sometimes I don't hold back, and I worry I'm being unintentionally offensive!

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I am sometimes a people pleaser, and really want to be liked. 

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I am sometimes a people pleaser, and really want to be liked. 

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I am sometimes avoidant of saying what I mean if I think the person receiving the feedback will have negative feelings about me or gossip about me.

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making the feedback constructive (including right words, right medium, right tone) so that it actually creates actionable change fo the future

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I have a report who tends to push back on feedback that I'm giving, and it makes me feel like I need to reiterate it to make sure she hears it, and then she gets overwhelmed.