DialogLab
Giving constructive feedback to employees
A practical guide for managers: structure feedback with SBI, avoid common traps, and practise before the 1:1.
Constructive feedback is not praise with a criticism tucked inside. It is a clear description of behaviour and impact, plus a shared path forward. Employees accept tough feedback when they believe you are fair, prepared, and invested in their success.
Why it matters
Vague feedback (“step it up”) creates anxiety without direction. Overly harsh feedback triggers fight-or-flight. Managers who practise feedback conversations handle pushback without escalating or backing down.
Common mistakes
- Feedback only once a year at review time
- Using “always” and “never” without examples
- Comparing people to colleagues by name
- Ending without a concrete next step
A practical approach
- Ask permission
“Can we talk about how yesterday’s client call went?” Signals respect and reduces surprise.
- Use one recent example
Anchor on a specific moment from the last two weeks - not a catalogue of sins.
- Describe impact on others
Link behaviour to team, customer, or delivery outcomes - not your personal frustration.
- Co-create one change
Ask what they would try differently; add your non-negotiables clearly.
SBI in three sentences
Situation: “In yesterday’s stand-up…” Behaviour: “You interrupted twice while Ana presented…” Impact: “The team stopped contributing after that.” Then pause. Let them respond before you propose solutions.
Before you meet
- Write your SBI example
- Decide what success looks like in 30 days
- Plan a follow-up date
Practise before the real conversation
Practise a low-performer feedback 1:1 - respond out loud and refine your opening line.