Fornecendo feedback eficaz

The video gives a topic overview and has a viewing time of around 5 minutes. The written learning guide offers a more in-depth exploration and has an approximate reading time of 10-15 minutes.

Learning objectives

By the end of this guide, you will be able to:

• Understand why feedback is often avoided or delivered poorly.

• Distinguish between specific and vague feedback.

• Give feedback that reinforces what's working.

• Give feedback that addresses what needs to change.

• Deliver feedback in a way that's both direct and kind.

Why this matters

Feedback is one of the most important things you do as a manager. It's how people learn what's expected, understand how they're doing, and develop their capability.

And some managers either avoid it altogether or deliver it so poorly that it does more harm than good.

Feedback gets avoided because it's uncomfortable. It gets delivered poorly because people don't know how to be direct without being blunt, so they're vague instead. Or they dump everything at once. Or they focus only on problems and never acknowledge what's working.

Learning to give effective feedback means being specific, timely, and honest. It means being direct and kind at the same time, not choosing between them. And it means actually having the conversation, not avoiding it.

Why feedback often goes badly

We avoid it

The most common feedback failure is not giving it at all.

You notice something isn't working. You don't say anything because it feels awkward, or you're not sure how they'll react, or you think it's not a big enough issue to raise. Time passes. The problem continues or gets worse. Your frustration builds. Eventually you either snap or it becomes a formal performance issue that could have been addressed months ago with a simple conversation.

Avoidance doesn't protect anyone. It just lets problems fester.

We're vague

When we do give feedback, we often soften it so much that the message gets lost.

"Maybe you could think about being a bit more proactive with the referrals."

What does that actually mean? What specifically should change? The person might nod and have no idea what you're actually asking for.

Vague feedback feels kinder in the moment. But it's not kind. It leaves people uncertain and unable to improve because they don't know what to do differently.

We only give feedback when there's a problem

If the only time you give feedback is when something's wrong, people learn to dread it.

Feedback becomes synonymous with criticism. People become defensive before you've even started talking.

Effective feedback includes noticing and naming what's working, not just what isn't.

We dump everything at once

You've been storing up concerns for weeks or months. Then you finally have a feedback conversation and unload all of it.

This overwhelms people. They can't take in or act on that much information at once. They shut down or become defensive.

Feedback works better when it's regular and specific, not saved up for big annual conversations.

What makes feedback effective

Específico

Effective feedback describes observable behaviour and its impact, not generalisations or judgements.

Vague: "You need to communicate better."

Specific: "When you didn't let the team know you'd be late yesterday, we had to reschedule three patient appointments and they had to cover your morning clinic without preparation."

The specific version tells the person exactly what happened and why it mattered. They can act on it. The vague version leaves them guessing what you actually want them to do differently.

Timely, not delayed

Feedback works best when it's close to the event. Not necessarily immediately (sometimes you need time to reflect), but soon.

If you give feedback about something that happened three months ago, the person can't remember the context clearly and can't adjust their behaviour because the moment has passed.

Real-time or near-real-time feedback allows people to learn and adjust quickly.

Balanced, not only negative

People need to know what's working as well as what isn't.

This isn't about wrapping criticism in praise or manipulating people. It's about giving an accurate picture. If someone is doing some things well and some things badly, tell them both. If they're doing everything well, tell them that too.

Balance doesn't mean equal amounts. It means honest recognition of both strengths and areas for development.

Two-way, not one-way

Feedback shouldn't be a monologue. It's a conversation.

After you've shared your observation, ask for their perspective. "What's your take on this?" "What got in the way?" "How does that feel from your side?"

Sometimes they'll have information that changes your view. Sometimes they'll agree but need help problem-solving. Sometimes they'll disagree and you'll need to work through that.

But making it two-way means they’re part of the conversation, not just on the receiving end

Feedback that reinforces what's working

People need to know what to keep doing, not just what to stop or change.

Be specific about what you noticed

"Good job" or "well done" is nice to hear but doesn't give much information.

"The way you handled that difficult patient conversation yesterday - staying calm, listening properly, and finding a solution that worked for them - that was exactly the right approach. That's the standard we need."

This tells them what specifically worked and why it mattered. They can repeat it deliberately rather than accidentally.

Make it genuine

Don't manufacture positive feedback just to balance out criticism. People can tell when it's not genuine, and it undermines your credibility.

Notice what's actually working and name it. If you're struggling to find anything positive to say about someone's work, either you're not paying attention or there's a serious performance problem that needs addressing differently.

Don't save it for formal reviews

When you notice something done well, say so at the time or shortly after. Don't wait for appraisals or formal feedback sessions.

Quick, specific acknowledgment in the moment is often more powerful than generic praise months later.

Feedback that addresses what needs to change

This is the feedback most people struggle with. It's uncomfortable to tell someone they're not meeting expectations.

But avoiding it doesn't help. Being vague doesn't help. The only thing that helps is being clear, specific, and direct.

Describe the behaviour, not the person

Focus on what someone did or didn't do, not who they are.

Not: "You're disorganised."

Instead: "Your clinic notes from last week weren't completed until this Monday. That delays referrals and creates problems for the admin team."

The first version is a character judgement. The second is an observable behaviour and its impact. The person can change their behaviour. They can't change who they are.

Be clear about the impact

People often don't realise the consequences of their actions. So you may need to spell it out.

"When you arrive late to team meetings, we either have to start without you and you miss important information, or we wait and waste everyone else's time."

This isn't about making them feel guilty. It's about helping them understand why the behaviour matters.

Make it actionable

Feedback needs to tell someone what to do differently, not just what's wrong.

Not enough: "Your documentation needs to improve."

Better: "Your clinic notes need to include the patient's main concern, the examination findings, your diagnosis, and the plan. Currently they're often missing the examination findings and plan. That needs to be in every note going forward."

This gives them a clear standard to work toward.

Don't soften it so much it disappears

When people are uncomfortable giving critical feedback, they often dilute it with qualifiers.

"I'm not sure if this is a big deal, but maybe you could possibly think about trying to be a bit more on time sometimes, if that's okay?"

This sounds like a tentative suggestion, not feedback about something that needs to change. The message gets lost.

You can be kind and direct at the same time. "You need to arrive on time. You've been late three times this week and it's disrupting the team. What's getting in the way?"

Direct. Clear. Not unkind.

How to actually deliver feedback

There's no perfect script. But there's a practical structure that works.

Choose the right moment

Don't give significant feedback in passing or when you're both rushed. Create proper space for the conversation.

For minor feedback, a brief conversation soon after the event works. For more significant issues, schedule time. "Can we talk tomorrow about yesterday's clinic? I've got some feedback I want to share."

Start with what you've observed

Be direct about why you're having the conversation.

"I want to talk about the team meeting yesterday. When you disagreed with the proposal, you interrupted others in the team twice and your tone was dismissive. That's not okay."

Not: "So, how do you think the meeting went?" (hoping they'll raise the issue themselves).

Share the impact

Explain why it matters.

"When you do that, it shuts down discussion and makes other people reluctant to share ideas."

Invite their perspective

"What's your take on this?" "What was happening for you?"

Listen properly to their response. Sometimes they'll have context you didn't know. Sometimes they'll disagree. Sometimes they'll agree and appreciate you raising it.

Agree on what happens next

"Going forward, I need you to let others share their thoughts before responding, even if you disagree. Can you do that?"

Get a commitment. Be clear about what you expect.

Acompanhamento

Don't just have the conversation and hope it fixes itself. Check in.

"I've noticed you've been arriving on time this week. That's what we need. Keep it up."

Or: "You were late again yesterday. We agreed this would change. What happened?"

Feedback without follow-up tells people you don't actually care about the issue.

Being direct and kind at the same time

People often think they have to choose between being direct and being kind. You don't.

Direct and kind

"Your documentation is below the required standard. Specifically, you're not recording examination findings or treatment plans consistently. This puts patients at risk and creates problems for the practice. I need this to improve. Let's talk about what support you need to make that happen."

This is clear about the problem, the impact, the expectation, and offers support. It's not unkind, but it's not vague either.

Direct and unkind

"Your notes are a mess. I don't know why you can't get this basic task right. Sort it out."

This is judgemental, dismissive, and doesn't help.

Kind but not direct

"I wondered if maybe you might want to think about possibly improving your documentation a bit, if you get a chance?"

This might feel kinder, but it's not. The person doesn't know if this is important or optional, what specifically needs to change, or what the consequences are if they don't.

Neither direct nor kind

Not saying anything at all. Letting the problem continue. Building resentment.

This helps no one.

Aim for direct and kind. Clear about the issue and the expectation. Respectful in how you deliver it.

When feedback goes wrong

Sometimes feedback conversations don't go well. The person gets defensive. They deny the problem. They shut down. You get frustrated. The conversation derails.

They get defensive

Listen to the defensiveness. Sometimes it's telling you something useful.

"You're saying I'm always late. I've been late three times because of childcare issues. That's not the same as being unreliable."

They might have a point. Acknowledge it. "You're right, I shouldn't have said always. But being late three times in two weeks is still a problem we need to address. What can we do about the childcare issue?"

Sometimes the defensiveness is just resistance. Hold your ground.

"I hear that you disagree. I'm telling you this is a problem that needs to change."

They deny there's a problem

Stay specific. Go back to the observable behaviour.

"I'm not talking about your overall performance. I'm talking about this specific issue. On Monday you didn't complete your notes. On Wednesday you left them until Friday. That's what I need to address."

If they continue to deny something you clearly observed, that's a different problem (lack of honesty) that also needs addressing.

They shut down

If someone goes quiet and stops engaging, name it.

"You've gone quiet. What's happening for you right now?"

Sometimes they need time to process. "I can see this is difficult. Do you need a few minutes, or shall we continue?"

Don't let someone avoid the conversation by shutting down, but also don't bulldoze through if they're genuinely overwhelmed.

You get it wrong

Sometimes you'll give feedback and realise later you were wrong, or you delivered it badly, or you were harsher than the situation warranted.

Go back and repair it. "I want to revisit our conversation yesterday. I was too blunt about the late notes. I was frustrated about something else and took it out on you. That wasn't fair."

Repairing badly delivered feedback builds trust. Pretending it didn't happen damages it.

Practical strategies: giving better feedback

1. Make it regular, not rare

Build feedback into your routine. Brief check-ins. Quick acknowledgments of good work. Small corrections in the moment.

This makes feedback normal rather than a big scary event.

2. Notice and name what's working

When you see someone do something well, say so specifically. This takes 30 seconds and makes a significant difference to how people experience your management.

3. Don't store up concerns

Address issues when they arise or shortly after, not months later. Timely feedback is more effective and less overwhelming.

4. Prepare for difficult feedback

Before a challenging feedback conversation, get clear on:

• What specifically happened (observable behaviour).

• Why it matters (impact).

• What needs to change (clear expectation).

Write it down if that helps you stay focused.

5. Follow up

After giving feedback, check whether things have changed. Acknowledge improvement. Address continued problems.

Feedback without follow-up doesn’t work.

Pontos principais

• Feedback is often avoided altogether or delivered so vaguely that it's ineffective. Neither approach helps.

• Effective feedback is specific (observable behaviour and impact), timely (close to the event), balanced (what's working and what needs to change), and two-way (a conversation, not a monologue).

• Feedback that reinforces what's working needs to be specific and genuine, not generic praise.

• Feedback that addresses problems needs to focus on behaviour (not character), explain impact, and be actionable.

• You can be direct and kind at the same time. Clear about the issue and expectation, respectful in delivery.

• When feedback goes wrong (defensiveness, denial, shutdown), stay specific, listen properly, and hold your ground on what needs to change.

• Make feedback regular and normal, not rare and formal. Address issues when they arise, acknowledge good work when you see it.

Actions: try this week

1. Give one piece of positive feedback: Notice something someone does well and name it specifically. "The way you handled X was exactly right because Y." Notice how they respond.

2. Address one small issue promptly: Instead of storing up a concern, address it close to when it happens. Keep it specific and brief.

3. Prepare for one difficult feedback conversation: If there's feedback you've been avoiding, prepare it. Write down: what specifically happened, why it matters, what needs to change. Then have the conversation.

4. Review your pattern: Over the course of the week, notice: Are you giving any feedback at all? Is it mostly positive or mostly negative? Is it specific or vague? What needs to change in how you give feedback?