Breath of Clarity

Comment #2: Positive Feedback

Original Post by Caleb Kiser:

Actual positive feedback occurs when a manager or employee highlights what the individual did well. When giving positive feedback, it is important to be on point and direct about the specific behavior while using increased body langue like hand gestures and smiling to get your enthusiasm across. In addition, to being direct and enthusiastic, it has also been proven to use the compliment in a broader context and how what the employee has done well can help the company or coworkers. Individuals who receive positive feedback have proven to work more productively (Focus Foward, n.d.). Additionally, positive feedback can lead to reduced employee turnover and increased overall profits for the company.

On the other hand, constructive feedback occurs when you give someone feedback on how to improve on the work they have done. Constructive feedback is a little more complex and requires more thought on how to deliver it to the employee to ensure it is not entirely taken out of context. As discussed in the focus forward video, it is essential to take into account the five elements when delivering constructive feedback 1) Given in a timely fashion 2) Clear 3) Specific 4) Non-Judgmental 5) Actionable. The ultimate goal of constructive feedback is to clarify expectations for the individual or team, allowing employees to fix mistakes and build confidence as they improve and grow. A leader who gives constructive feedback gives criticism to an employee but turns said criticism into a positive learning experience. In contrast, authority is more of a reprimand that does not instill positivity in the employee and leaves them unsure about their skills and uncertain moving forward.

Forward Focus. Year (n.d.). “Constructive Feedback for Managers: Giving Feedback Effectively.” Forward Focus. YouTube. Nov. 27, 2016. Video, 5:06.

My Comment:


Great point that constructive feedback needs to be actionable. In order to show the employee that the leader is rooting for him/her to succeed, the leader needs to give the employee a tangible step to take that improves the situation. The employee will not build confidence, improve and grow if he/she cannot fix the mistake. By making it actionable, the leader truly makes it a learning experience by focusing on changing future behavior. Focusing on changing future behavior takes emotion out of it because the conversation becomes less about punishing and more about just refining behavior to make it better the next time. Do you have an example of a time that a leader gave you constructive feedback that was actionable?