How to give your team constructive feedback

The ability to provide constructive feedback to your team is an important skill that any customer success leader must master if they’re to build and retain a high-performing team.

So, "How do you do this," you ask?

In this article, I'll walk you through a foolproof, step-by-step process to delivering feedback that will motivate your team and cultivate a culture of continuous improvement within your organization.

Step 1: Decide if this feedback is necessary

Asking for, or providing, constructive feedback is a great way to feed a growth mindset and continuously improve and hone your craft. However, great feedback is one that actively helps a person to grow and is actionable.

Scenario 1: Addressing isolated incidents

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Picture this: A member of your team is five minutes late for a meeting. They’re usually always on time, except in this instance; it seems to be an anomaly. You consider asking them to wait behind or bring up the importance of timekeeping in their next one-to-one (1:1).

Scenario 2: Managing recurring issues

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Picture this: You have an employee in your team who’s regularly late for meetings. This isn’t the first time, so you've decided that you need to discuss this with them in their next 1:1. There’s a clear, identifiable pattern of behavior that needs to be addressed.

In the following steps, we can discuss how you can approach providing this feedback to your employees in a constructive and useful manner.

Step 2: Effective planning for delivering constructive feedback

Finding an appropriate time to deliver feedback is key. If urgent, this feedback must be provided as soon as possible. You may even need to schedule a specific meeting for this purpose. However, if it can wait, you can use the next one-to-one meeting you have scheduled.

Understanding how your team members best receive feedback

Before the meeting, it is worth reflecting on how you believe this individual best receives feedback.

I always like to ask this question directly to any new starters in my team, so I can ensure I deliver feedback in a way that is best received.

Sometimes, it can be hard to answer a question like that on the spot. To help them, I’ll change the way I frame the question, such as “Tell me about a time when you received negative feedback in a way you didn't appreciate”. People often find it easier to recall negative situations, so, if we flip that experience, we can see how they like to receive feedback.

Next, I like to think about the personality of the person I’m delivering the feedback to, and how I think I could phrase it to make the experience as comfortable for everyone involved, while also being direct and ensuring the sentiment gets delivered appropriately.

Here’s an example of what this would look like.

Scenario 3: Tailoring feedback for defensiveness and sensitivity

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Picture this: You have an employee who seems to get defensive when you provide feedback that they perceive as negative.

In this scenario, it’s useful to understand a little bit more about the personality of the person you need to provide feedback to. In my team, I take great pride in taking the time to deeply understand their individual personalities and nuances, what is important to them, and how they like to receive feedback.

This has created a very open and transparent environment where trust is the very essence of our team dynamic. While this is something we all should strive for, I appreciate it’s not always possible. If you have a large team, how do you ensure that you can add the personal touch when managing them?

I like to ask all my team to complete a personality test, such as 16 Personalities. Some don’t always subscribe to the idea that these are useful, but I've had team members who have loved the insights they provide – and it certainly gives me a head start in trying to get to know them too! Sometimes, it is simply trial and error, finding what works for you and for them.

Should you wish to address this matter directly, I’d prepare some notes on exactly why you’re providing this feedback today, and why you feel it is important and give them actionable ways to improve this.

In my experience, if you wish to address something directly I would prepare by noting the following points:

Your aim is to ensure that everybody's time is respected.
You believe that they are a respectful member of the team.
As such, you would hope and expect them to showcase this in their actions, by attending all meetings on time, where possible.
If you are to be late to a meeting, please have a valid reason and let the meeting scheduler know ahead of time.

If you decide that their personality is better suited to a softer approach, you could plan to mention in the next group meeting something to the effect of:

You have noticed several team members have been late for various meetings recently.
While you appreciate that sometimes this is unavoidable, it is a show of respect for people’s time, to attend meetings on time, where possible.
You know that everyone in this meeting has respect for one another and their time, so let’s show it with our actions.
If you are to be late to a meeting, please have a valid reason and let the meeting scheduler know ahead of time.
Ask for confirmation that everyone understands why this is important and commits to do better going forward.

This may have an effect of the individual who has recently been persistently late, to reflect on their current conduct, and hopefully improve going forward. If you do not see an improvement, I would then move to the direct approach.

Step 3: Delivering feedback with clarity and impact

It’s important that when delivering feedback, the receiver understands the following things:

Why you are providing the feedback
The feedback itself
What your expectations are off the back of this feedback

Do’s and don’ts for providing feedback that drives improvement

Do’s:

Adopt a professional but friendly tone.
Allow the individual to come to their own conclusion by asking open questions such as “How do you think our meeting went today?”/ “How could the meeting have gone better today in your opinion?” This allows the person to reflect and come to the realization on their own.
Check that the feedback is understood by asking them to reconfirm what you have just told them.
Ask them how they feel about the feedback they have received and what feedback they have for you. This shows you, too, are open to feedback.
Ask them what steps they think they need to take to action the feedback just received
Confirm with them when you will next check in on this.
Thank them for their time.

Don’ts:

Make the feedback generic – this could leave it open to interpretation and confuse the receiver.
Adopt a combative tone – this can make someone defensive and shut them off from truly hearing the feedback.
Single people out in group settings and criticize publicly – this could lead someone to feel shameful and embarrassed.
Talk at them. Keep the dialogue open with a good level of back-and-forth.

By thoughtfully assessing the need for feedback, carefully planning your approach, and delivering it with clarity and empathy, you can foster a culture of continuous improvement and mutual respect.

Remember, effective feedback is not just about addressing issues – it's about empowering your team to grow and succeed together.

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