Writing Effective Instructions For Feedback Sessions

“Wait… I had no idea my performance was an issue.” Ever heard that from a teammate? If you’re a manager, it’s one of the hardest and most frustrating things to hear. Because you thought you were clear. But they didn’t hear it that way. Most feedback doesn’t land because it’s vague, indirect, or buried between compliments. And the gap between what a manager thinks they said and what a teammate actually heard? That’s where trust breaks down. So how do you close the gap? Here are 5 practical steps to make your feedback lands. 1. Be Specific About What Isn’t Working Don’t say: “You need to be more strategic.” Do say: “In the last two project plans, you focused on task execution without outlining the bigger ‘why.’ I need to see more upfront planning that connects to business goals.” 2. Repeat the Message Feedback isn’t one-and-done. Say it in your 1:1s, in follow-ups, in written recaps. People need time (and repetition) to process and internalize. 3. Ask Them to Reflect It Back After giving feedback, ask: “How is that landing for you?” or “What did you take away from this conversation?” This helps you catch disconnects in real time. 4. Document Key Conversations You don’t need to write a novel — but a quick follow-up like, “Hey, just recapping what we discussed today…” can go a long way. 🚨 And no — it’s not about keeping receipts. It’s about recognizing that feedback can be emotional. People often feel flooded or overwhelmed in the moment. Having something in writing gives your teammate a clear reference point to reflect on later, when they’re in a better headspace to process and act on it. 5. Don’t Wait for Perfection — Just Start Feedback isn’t about saying everything perfectly. It’s about saying it early and clearly. Even imperfect candor builds trust when it comes from a place of support. The goal isn’t to scare people, it’s to equip them because no one deserves to be surprised about where they stand. Candor isn’t cruelty. It’s clarity. Clear = Kind #LeadershipMatters #PerformanceManagement #EffectiveFeedback #PeopleDevelopment #ManagerTips

Most researchers don’t get bad feedback. They ask for it badly. They spend weeks perfecting their grant… then scramble for last-minute comments with a vague “let me know what you think.” I’ve done this too. But great feedback isn’t luck—it’s a system. Here’s what I follow every time: 1️⃣ Start early. Be specific. Don’t send your full draft with a vague ask. Break it into 3 feedback stages: Concept → Is the idea clear and compelling? Scientific merit → Are the aims rigorous and feasible? Writing → Is this persuasive and easy to follow? Each type solves a different problem. Don’t blur them. Example: Instead of “thoughts?”, ask: “Can you assess whether the aims match the outcomes?” Small shift. Big difference. 2️⃣ Choose reviewers like a casting director One person ≠ all feedback. Be intentional: Scientist → Review your Approach Detail person → Check writing flow Newcomer → Read Aims for clarity You, as PI, need fresh eyes too. Step back. Re-read later. You’ll catch more than you expect. 3️⃣ Give context and constraints Don’t just send a Word doc and hope. Frame the ask: What feedback do you need? What’s your deadline? What sections to focus on? How much time will it take? Example: “I’m sharing my Specific Aims. Can you check if the aims are clear, significant, and linked to outcomes? I’d appreciate it by next Friday.” Clear input = clear feedback. This system changed everything for me. Feedback is no longer a black box—it’s part of the process. How do you approach feedback on grants or proposals? --- P.S. Join my inner circle of 6000+ researchers for exclusive, actionable advice you won’t find anywhere else HERE: https://lnkd.in/e39x8W_P BONUS: When you subscribe, you instantly unlock my Research Idea GPT and Manuscript Outline Blueprint. Please reshare 🔄 if you got some value out of this...

How to master feedback with the SBI model... Stop wasting time with vague critiques and empty praise. Leverage the SBI method for precise, powerful feedback: SBI Model: S: Situation B: Behavior I: Impact 1) Situation Describe specific context. Keep it neutral Example: "In yesterday's meeting..." 2) Behavior Focus on observable actions. Be objective Example: "You interrupted Jane..." 3) Impact Explain consequences. Show significance Example: "...made it hard to follow" Giving Effective Feedback: Use SBI for: 1) Positive reinforcement 2) Constructive criticism When giving feedback: Be timely → address issues promptly. Be specific → vague comments aren't helpful. Focus on growth → aim for improvement, not punishment. Stay solution-oriented in your approach: Suggest concrete steps for improvement or reinforcement. Collaborate to develop practical solutions together. Always give feedback in person when possible: Avoid relying on written messages - they can be misread. Face-to-face talks allow for better dialogue and understanding. Request SBI feedback from peers: Be clear about which areas you want input on. Make it a regular habit, not just during formal reviews. Listen with an open mind and avoid getting defensive. Managing your reactions to feedback: It's normal to have emotional responses - acknowledge them. See feedback as a chance for personal and professional growth. Reflect on past experiences to improve future reactions. Mastering SBI enhances communication. Improving work and personal relationships. Found this useful? Follow Jonathan and reshare.