Difficult to provide feedback when there's constant changes happening at the company.

Be clear when setting expectations and giving feedback.

Focus on behavior instead of feelings.

Utilize positive language, verbiage as much as possible. "Compliment Sandwich."

• Have to prepare

• How are you going to say it?

• Review previous conversations. Have you communicated clearly?

• Make sure to allocate appropriate time for the conversation.

  
  

Post:

• Follow-up! (Email and another call/meeting)

• Allow teammate to ask clarifying questions.

• Make sure you've communicated clear expectations and action items.

• Check-in periodically regarding the feedback conversation.

If not meeting the goals, then working collaboratively on a plan.

Set timelines - SMART.

Affirm that we'll be available to support.

Ask for input and perspective e.g. "how are you observing it,"?

Helpful to be reminded of how to start that feedback conversation

I like the approach of asking permission to get them into the headspace for feedback, but I cannot see myself saying "Hey, can I give you feedback?"

You don't want to wait until a performance review, you want to give feedback throughout the year - it is only fair to the employee, whether it is good or "bad" feedback. You don't want to surprise the employee.

Feedback is given daily, sometimes as a follow-up to a larger feedback conversation had in a 1x1. Show the impact of not taking action on feedback.

Noticing the behaviors seems OK, and glad to see that Eve asked for Lynda's input.

Creatively problem solving with Lynda was solid.

Recalibrating and affirming Lynda's strong attributes was important.

Asking about what the impact would be seems OK, but his begets the question - how to do it in a way that isn't belittling?

Good job supporting in the moment and ongoing.

The way the feedback was given allowed the employee to feel understood while providing support on how to move forward and turn the challenge into an opportunity for growth.

Allows the employee to express their perspective and intentions behind their behavior. Let's the employee suggest a resolution and next steps - puts them back in control.

switching from what don't want to what do want. was good turn

getting actions from person and commitments helps to get direction forward.

Opened it up for Lynda to see if she had an idea of what the feedback might be about.

Pointed out behaviors that Lynda was doing on the call.

Opened it up to Lynda to get her perspective on the call. Listed with eye contact and nodding head when Lynda spoke.

Showed empathy of 'blockers' that Lynda was experiencing.

Passed the conversation back to Lynda to think through solutions.

Noted that feedback was coming directly from Eve and not the team.

Pointed out some positive behaviors that Lynda typically does.

Support being offered and Eve making sure she's available for follow-up.

Recap/review of conversation to put Lynda's mind at ease.