Delivering constructive feedback should be part of your daily routine as a leader. If it’s not—well, therein lies part of the problem.
More than 50% of performance problems stem from a lack of feedback.
If your employees don’t know what they’re doing right, what they need to improve, or what’s expected of them, how can you expect their best work?
But it’s not just any feedback that makes a difference—it needs to be constructive, actionable, and growth-oriented. If your feedback knocks people down instead of lifting them up, it becomes counterproductive.
As You Consider Your Interactions, Ask Yourself:
Which category do you fall under? Are you delivering feedback that helps—or hinders—performance?
Let’s break it down:
✅ Constructive Feedback Is…
S.M.A.R.T.
Feedback should be:
Specific – Identify clear actions or results.
Measurable – Offer a way to track progress.
Achievable – Ensure goals are within reach.
Realistic – Set expectations aligned with the role.
Timebound – Define when improvement should occur.
People can only excel when they know what success looks like.
Giving someone a framework helps guide their efforts and builds confidence in their ability to improve.
Written
Let’s be honest: We forget things.
Encourage employees to:
Take notes during feedback conversations.
Refer back to instructions or expectations.
Use email to recap action steps and clarify takeaways.
When writing feedback:
Focus on what the employee should do—not just what they shouldn’t.
Be mindful of tone, especially in writing.
Praise publicly, but offer critique privately.
Ongoing
Feedback should be a rhythm—not a reaction.
Too often, employees only hear from leaders when something goes wrong. Make it a point to:
Praise progress regularly
Acknowledge wins
Stay present and accessible
Timely, consistent feedback keeps people motivated and engaged.
❌ Constructive Feedback Is Not…
Vague
While some feedback is better than none, general comments like:
“Great job.”
…can feel impersonal or dismissive.
Instead, aim for:
Genuine, specific praise
Clear recommendations for improvement
Realistic, actionable next steps
Personality-Based
Feedback should focus on behavior—not identity.
Don’t say:
“You’re disorganized.”
Say instead:
“This report was missing key sections and difficult to follow. Let’s look at how to organize it more clearly next time.”
Focus on:
What can be changed
Observable behavior
Objective examples
Critique the work, not the person.
Assuming Understanding
Don’t assume your feedback was understood. Clarify it.
Ask: “Do you feel clear on what we discussed?”
Check for questions
Reconfirm goals and expectations
When directions are left to interpretation, misalignment happens. You might think you were clear—but if the employee walks away confused, the feedback hasn’t landed.
Final Thought
If you want your team to succeed, you have to give them the tools to do so. That includes thoughtful, constructive feedback that recognizes their strengths while guiding their growth.
When people feel seen, supported, and clear—they rise to the occasion.
To improve your feedback culture and leadership approach, contact JP Kantor Consulting today. Our team offers executive coaching and consulting services designed to enhance performance and unlock potential.