How to Master the Art of Feedback: The New Manager's Playbook

Can I give you some feedback on your approach to feedback?

You might be making it more awkward and difficult than it needs to be.

When you think of giving feedback, does your mind automatically jump to an uncomfortable situation? Do you picture tense conversations, worrying about saying the wrong thing, hurting someone’s feelings, or making things worse?

Well, if that’s the case you should definitely keep reading – you're in the right place.

A lot of new managers struggle with how to approach feedback, even when it comes from a place of genuine care and the right intention (as it always should). It can feel awkward, and just like with difficult conversations, many hesitate simply because they don’t know how to get started.

Well, I’m here to help you feel more confident and comfortable when it comes to giving feedback to your team.

In this blog, we’ll break down what feedback really is, why it’s essential, the different types of feedback, and most importantly—actionable tips to make it a smoother, more constructive experience for everyone involved.

Let's get to it!

So, What Exactly Qualifies as Feedback?

Let’s clear one thing up before we go any further: feedback isn’t inherently negative. In fact, as much as possible feedback should be positive. Feedback covers a wide range, from casual, uplifting comments to more formal, constructive conversations. It includes providing input, giving direction, coaching, and recognizing great work.

When you hear the word "feedback," your brain might automatically think of those uncomfortable chats about performance issues. But feedback goes far beyond that. There are many different types:

Providing feedback in these areas is a crucial part of being a strong communicator. The intent should always be to help your team members grow and develop their skills.

Feedback Vs. Difficult Conversation

A lot of managers would lump feedback in the same bucket as a difficult conversation, and while there are some similarities, they are different. They can both involve addressing performance and behavior with your team members, but ultimately, they serve different purposes and require slightly different approaches.

Similarities: The intent and delivery behind both is typically the same. The intent is to help your team members grow and improve their performance. The delivery requires a direct conversation with clear, specific and honest communication.

Differences: Feedback is generally more frequent, lighter, and can be both positive and constructive. Feedback can happen at any time and be built into everyday conversations and situations with your team. Think of feedback as the little sister to difficult conversations.

Difficult conversations, on the other hand, are (hopefully) less frequent and cover more serious topics. These conversations typically address more significant issues like ongoing performance problems or behavioral concerns and as a result, there is more emphasis on the outcome. These conversations require more prep work, compassion and curiosity, documentation, and often touch on more sensitive topics.

If you need more information on Difficult Conversation, check out this article >> How to Approach Difficult Conversations as a New Manager.

Tips for Providing Feedback

Make it Part of the Culture

Before giving feedback, it's essential to set the right foundation by creating a culture of feedback. When it’s part of the everyday and you regularly provide both positive and constructive feedback and encourage open, two-way feedback, it becomes a natural part of your team's culture and loses any awkwardness.

If you set the tone early (like I’m talking the interview stage) and make it a regular practice, I promise you, delivering less-than-favorable feedback, the kind that makes you uncomfortable, will be much easier, and the other person will be more open to receiving it.

Focus on the Behavior, Not the Person

One of the quickest ways to make feedback feel uncomfortable and derail the conversation completely is by making it personal and directing it at someone’s character (not that I think you would do that). A more effective approach is to focus on specific behaviors and the impact they had. Here’s a simple formula to get you started:

“When [behavior], it resulted in [impact].”

Example: “When you missed the client deadline, it delayed the project by a week and impacted the team’s workload.”

Be Clear and Specific

Vague feedback helps no one and is a waste of everyone’s time.

Saying “great job” at the end of the day or after a project is nice to hear, but it’s not helpful in actually providing specific feedback on anyone’s performance. *Don’t worry, I’m not suggesting you remove “great job” from your vocabulary altogether.

If you say something like great job without adding in specifics on their performance, then they won’t know in what way they did a great job or what to repeat next time.

Try this: “Great job! Your presentation was amazing. By engaging the team and making it interactive it was very effective in getting your point across."

On the flip side, saying something like “You could do better,” without specifics can leave your team feeling confused and frustrated. You’re leaving it way too open to interpretation or for your team member to take things personally.

Try this: “Nice work today. I know you put a lot of work into your presentation. I think your message got a little lost at one point and I think that adding visuals in next time will help."

The more direct and specific your feedback, the more valuable and effective it becomes.

Say Goodbye to the Compliment Sandwich!

I beg of you please…I just can’t with this anymore.

We’ve all heard of the infamous "Compliment Sandwich.” Yes, this is still in circulation. If you need a little refresher, it looks a little something like this:

Compliment + Criticism + Compliment

The idea is to cushion constructive feedback between two positive remarks or compliments (aka, the bread). Sure, it sounds good in theory. But it often comes across as insincere and even a little patronizing. This approach has become so overplayed and, to be honest, it’s a bit of a joke at this point. Don’t get me wrong, balancing positive and constructive feedback is still essential, but there’s a better way to do it.

Example sandwich approach: "You’re great! You messed up the report, but your enthusiasm is awesome."

A better approach: "I appreciate how engaged you were in this project. One thing I noticed is that some key data was missing. Let’s work together to tighten that up for next time."

Instead, aim for genuine, balanced feedback that recognizes what’s working and clearly outlines where there’s room for improvement. Keep it honest, direct, and relevant.

RIP Compliment Sandwich

You had a good run

Feedback is a Two-Way Street

Feedback shouldn’t be a lecture (I think we can all agree that no one likes a lecture). For it to be effective, it really needs to be a collaborative, two-way conversation. Involve your team members in the conversation and ask for their input and perspective and of course, give them the opportunity to ask questions.

Questions to Ask:

• “How do you think that went?”
• “Do you have any questions about what we just discussed? Does it make sense or would you do it differently?”
• “What are your thoughts on the direction I just gave for this project”

And while we are on the topic of two-way feedback, don’t think you’re off the hook. Two-way feedback also implies you need to be open to feedback about your own leadership style, too. This may take some time and effort to create an environment where your team feels comfortable providing you feedback, but it will give you some great insight and build trust with your team.

Follow Up and Offer Support

There may be times when your feedback is a quick touch base or course correct that may be a one-and-done conversation, but there may be times when you need to follow up and check on progress or offer additional support.

This may be in the form of a casual check-in (How are things going since we last spoke?) or this may be in the from of a more formal, scheduled review (Let's schedule time to review your progress next week).

What’s important is you that you are checking in with your team and offering support and resources if needed.

The More You Do It, The Easier It Gets

I’ll be honest with you, if you’ve never given feedback before (particularly constructive feedback) the first time you do it, it may feel awkward and you may fumble through it. I know this because that was my experience.

But what I also know is it gets easier. Like any other skill or muscle you want to build, you more you do it, the better and stronger you get.

The first step is just getting started. Once you do, you'll build the confidence and skills to become a feedback pro. Be consistent and you will start to find your groove, your style, and find an approach that works for you.

I bet if you sat and reviewed everyone on your team you could find a thoughtful piece of feedback for each of them. Try that for a start and see how it feels. Chances are, you’ll realize it wasn’t so scary after all.

Happy Leading!

Emily