What is giving feedback?
Giving feedback is the structured sharing of observations, experiences, and suggestions with a colleague, employee, or supervisor. The goal is to improve behavior, performance, or collaboration.
Good feedback is concrete, timely, and focused on behavior rather than the person. For managers and team leaders, it is one of the most important skills for growing teams and improving results.
At Kenneth Smit, we see in our management training courses that giving feedback is often perceived as difficult. Yet, it is a skill that you can learn and improve.
In this article, you will read everything about giving effective feedback: models, techniques, pitfalls, and practical tips that you can apply immediately.
Why is giving feedback important?
Feedback is the driving force behind personal growth and team development. Without feedback, employees do not know what they are doing well and where they can improve. Research shows that teams that regularly exchange feedback perform better, are more engaged, and experience lower turnover.
Benefits of a feedback culture
An organization where giving feedback is the norm benefits in multiple ways. Employees feel heard and appreciated when their manager provides regular feedback.
This leads to higher motivation and better performance. In addition, an open feedback culture ensures that problems are identified early, before they escalate into conflicts.
At Kenneth Smit, we notice that organizations that invest in feedback skills, for example via a management training, achieve faster results in change processes. After all, feedback is also a prerequisite for success change management.
What happens without feedback?
When feedback is lacking, a vacuum is created. Employees fill that vacuum with their own assumptions, which are often more negative than reality.
Without feedback, people repeat undesirable behavior simply because no one points it out to them. For managers, this means that minor irritations grow into structural problems.
The difference between feedback and criticism
Feedback and criticism are often confused, but there is a fundamental difference. Criticism focuses on what goes wrong and often elicits a defensive reaction. Feedback, on the other hand, is forward-looking and offers a perspective on improvement.
Effective feedback describes concrete behavior you have observed, names the effect of that behavior, and concludes with a suggestion or question. Criticism says “you are doing it wrong,” feedback says “I saw that you did X, the effect was Y, and I suggest you try Z.”
That difference in approach makes the difference between a conversation that motivates and a conversation that demotivates.
Feedback models that work in practice
There are various proven models that help you provide structured feedback. Below, we discuss the most commonly used methods.
The 4G model
The 4G model is one of the most accessible feedback models for managers. The four Gs stand for Behavior, Feeling, Consequence, and Desired. You first describe the concrete behavior you have observed.
Next, state what feeling that evoked in you. Then, outline the consequence of that behavior. Finally, indicate what your desired situation is.
An example: “I noticed that you kept checking your phone during the meeting (Behavior). That gave me the feeling that you were not engaged (Feeling).
Other team members also noticed it and became distracted (Consequence). I would appreciate it if you put your phone away during meetings (Desired).
The sandwich method
With the sandwich method, you wrap constructive feedback between two positive comments. Although this method is popular, it also has disadvantages.
Experienced employees quickly see through the structure, which can cause positive comments to come across as insincere. Therefore, use this method sparingly and ensure that all three elements are sincere.
The SBI model (Situation, Behavior, Impact)
The SBI model, developed by the Center for Creative Leadership, is particularly suitable for professional environments. You describe the specific situation, the observed behavior, and its impact.
This model is more powerful than the sandwich method because it is direct and honest, without packaging.
Feedforward as an alternative
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By knowing the most common pitfalls, you can avoid them.
Giving feedback too late
Feedback loses impact as more time elapses between the behavior and the feedback. Do not wait until the annual performance review, but provide feedback as soon as possible after the situation.
Giving feedback in public
Constructive feedback belongs in a one-on-one conversation. Addressing someone in the presence of colleagues creates embarrassment and resistance. Positive feedback, on the other hand, can be given in public, as this reinforces the effect.
Remaining too vague
“You need to communicate better” is not useful feedback. Without concrete examples, the recipient does not know exactly what needs to change. The more specific you are, the better the other person can work with it.
Attacking the person instead of the behavior
There is a big difference between “that report contained errors” and “you are sloppy.” Feedback on behavior is constructive; feedback on the person is destructive. Keep this distinction clear in every feedback conversation.
Receiving feedback: the other side
Giving feedback is a skill, but receiving feedback is just as much. As a manager, you lead by example by being open to feedback from your team yourself. This strengthens the communication within your organization and builds trust.
When you receive feedback, listen without reacting immediately. Ask questions to better understand the feedback. Thank the giver for the courage to share it. And reflect on it later to determine what you want to do with it.
Feedback in a hybrid work environment
With the rise of hybrid working, giving feedback has become more complex. You see employees less often in person, causing informal moments for feedback to disappear.
At the same time, feedback is especially important in a hybrid setting, because remote employees can more quickly feel that they do not matter.
Schedule regular one-on-one moments, including virtual ones. Use video calling instead of relying solely on chat or email for feedback, so you can pick up on non-verbal cues.
And be aware that written feedback (via chat or email) can be misinterpreted more easily than spoken feedback.
Feedback as part of leadership
For managers and leaders, giving feedback is not an option but a core responsibility. It makes the difference between a team that stagnates and a team that grows.
At Kenneth Smit, we see in our management training courses that managers who incorporate feedback as an integral part of their leadership style are more effective in managing their teams.
Leadership development It starts with self-reflection and communication, and feedback is the bridge between those two. By giving and receiving feedback, you create a learning environment in which everyone, including yourself, can grow.
The best way to provide feedback is by using a structured model, such as the 4G model (Behavior, Feeling, Consequence, Desired) or the SBI model (Situation, Behavior, Impact). Be concrete, describe factual behavior, state the effect, and conclude with a clear suggestion or question.
Always provide feedback in a one-on-one setting and as soon as possible after the situation.
Always focus your feedback on the behavior, not the person. Use "I" messages ("I noticed that...") instead of "you" messages ("you always do...").
Choose a quiet moment, listen to the other person's response, and show understanding for their perspective. By remaining respectful and factual, you minimize the risk of causing offense.
Giving feedback should be an ongoing process, not something that only takes place during formal performance reviews. Aim for at least one moment of feedback per week, both positive and constructive.
The more often you give feedback, the more normal it becomes and the easier it is accepted.
Feedback focuses on past behavior: what happened and what was the effect? Feedforward looks to the future: what can you do differently next time? Feedforward is often less threatening because it contains no judgment about what went wrong, but focuses on future improvement.
When someone reacts defensively to feedback, do not force it. Give the other person time to process the feedback and come back to it at a later time.
Sometimes it helps to first ask if someone is open to feedback before starting the conversation. Additionally, build a culture of trust where feedback is normal, for example by leading by example and regularly asking for feedback.
A management training course at Kenneth Smit devotes extensive attention to feedback skills. You learn not only how to give feedback, but also how to build a feedback culture within your team.
In addition, training in communication skills and personal leadership is valuable for developing your feedback skills.