Giving Feedback: 7 Best Practices Every Manager Should Know

There’s a not-so-old adage that says people quit managers, not jobs. But in many cases, the real reason is poor feedback.

According to research, regular feedback can boost productivity by 12.5%. And it’s great for retention too, with turnover rates nearly 15% lower for companies that routinely provide feedback.

Whether you already have an employee feedback system in place or are struggling to start giving feedback on a regular basis, we’re here to help. In this guide, we’ll share the latest best practices to take the fear out of feedback.

Giving feedback as a manager: 7 tips for a productive conversation

As a leader, it’s your job to give employees the tools they need to shine. ✨

And make no mistake, feedback is one of those tools. Data shows that employees are 3.6X more likely to do outstanding work when their manager provides daily vs. annual feedback. But what’s the best way to kickstart the conversation? The following 7 strategies can help.

1. Choose your feedback model

Effective feedback takes strategy. Start by externalizing your company’s thinking around feedback by developing a defined framework, or applying an existing model.

For example, Google uses the GROW model for delivering employee feedback, while Adobe uses a continuous check-in framework in place of annual performance reviews – which has helped the company cut down voluntary turnover by 30%.

While no framework is one-size-fits-all, here are a few of the most popular models:

• GROW (Goal, Reality, Options, Will) – the GROW coaching model helps individuals set and achieve goals by assessing their current reality, exploring possible options, and committing to action
• CORE (Clarity, Ownership, Resolution, Engagement) – this model emphasizes clear communication, personal accountability, and active engagement
• SBI (Situation, Behavior, Impact) – ensures clarity and objectivity by describing a specific situation, the observed behavior, and its impact
• SKS (Stop, Keep, Start) – this is a simple framework for continuous improvement

Let’s say you’re delivering constructive feedback using the SKS model. With this approach, your feedback might look something like this:

Stop: “I’ve noticed that you often check your emails during team discussions, which can make it seem like you're not fully engaged. Let’s try to minimize distractions during meetings.”

Keep: “You do a great job of summarizing key takeaways at the end of discussions, which really helps keep the team aligned—please keep that up.”

Start: “It would be great if you could proactively share your ideas earlier in meetings. Your insights are valuable and could help shape the conversation.”

Struggling to find the right words? Breezy Perform includes prebuilt scripts using the SKS framework to help get the conversation started. There’s even a manager comment generator to help you get the wheels turning!

2. Prepare notes in advance

Team members always know when you show up for feedback sessions unprepared. Build trust with your team by taking regular notes to keep your feedback relevant. Jotting things down helps you spot patterns and build on past conversations, while keeping the conversation forward-looking.

But leaders aren’t the only ones who need prep time. According to HBR, over 85% of employees stay silent on important issues because they worry they’ll be viewed negatively. To keep your conversations as productive as possible, make sure each employee has the chance to prepare their thoughts ahead of time.

If you already have a performance management tool that helps you source feedback from direct reports, this part is easy. In Breezy Perform, managers and team members can access feedback, goals, and past performance reviews – all in one place.

3. Share specific examples

The truth is, workers want to speak up – but managers have to be willing to listen. According to data from Gallup, 80% of employees who received meaningful feedback in the past week are fully engaged, but truly thoughtful feedback can be hard to come by.

High-performers, especially high-performing women, receive the lowest-quality feedback, according to an analysis of more than 23,000 performance reviews. But what exactly is high-quality vs. low-quality feedback?

“Quality of feedback is different from whether it’s positive or negative in nature. High-quality feedback comes with clear examples of the employee’s contributions and clear suggestions for improvement and how to make progress on professional goals, like getting a promotion,” Jennifer Liu, a senior work reporter for CNBC explains.

Low-quality feedback could include commenting on someone’s personality instead of their work, or relying on vague clichés to get your point across. Telling a direct report that they “knocked it out of the park” or to “keep on keeping on” doesn’t add value – it creates confusion.

The solution? Back up your feedback with specific examples, work outcomes, and/or behaviors. Here’s an example of how you can highlight where improvement is needed while still keeping feedback constructive:

Example: "In last week’s client presentation, your research was thorough, but some of your key points were rushed, making it hard for the client to follow. Next time, try pacing yourself and emphasizing key takeaways to ensure clarity."

Praise: "Your ability to simplify complex data for the team is fantastic—it helps everyone stay aligned and make informed decisions."

Criticism: "In team meetings, you sometimes speak over others, which can discourage input. Let’s work on creating space for everyone to contribute."

4. Acknowledge external factors

Before applying any of these tips for giving feedback, it’s important to keep in mind that sometimes employees struggle because of forces that are out of their control. Before you assume a particular performance issue is about motivation or effort, take a step back and look at the circumstances. 

External factors can impact even the most capable employees. Here are some of the biggest external factors to look out for:

• Stress: Burnout leads to mistakes, miscommunication, and an overall decline in employee performance. To fight the root causes of employee stress, look at your employee’s workload and pace before jumping to conclusions.
• Clarity: Fast-moving environments feel exciting, but they can also create gaps in communication. When deadlines are tight, make sure your expectations are clear. Communicate your priorities so employees know which tasks or projects to tackle first.
• Role changes: Amid rising restructuring and budget cuts, it’s easy to feel ungrounded. And that’s especially true when good employees are stretched into roles they may not be totally ready for. If you’re asking more of an employee, make sure they have the support they need to succeed.

When you notice external stressors sneaking in, show employees you want to help. For example, if you see a team member struggling with new responsibilities, here’s how you can handle it:

• Acknowledge external factors: "I know the new software implementation caused some delays, which was outside of your control and added stress to your tasks."
• Highlight positive behavior despite challenges: "Even with these challenges, you kept the team updated, which helped manage expectations."
• Provide constructive feedback: "In the future, reaching out earlier for support could help prevent delays from snowballing."

Offer support moving forward: "Let’s work together to ensure you have the right resources and support to avoid these issues next time."

5. Stay humble

Real leaders aren’t afraid to acknowledge their own areas for improvement. Research shows that humble people are seen as more effective leaders, boosting everything from team performance to employee satisfaction.

Not only that, over 95% of employees say they want a humble leader. And over 97% of managers say they want to be one.

So when you make a management mistake, own it. Instead of making excuses – use past mistakes and employee feedback as opportunities to learn and do better.

Here’s an example of how to stay humble while delivering employee feedback:

Praise: "You did an excellent job on the project timeline. I noticed you were able to adjust quickly when unexpected delays came up, and that really helped keep things on track. I could have been more proactive in checking in with you earlier on, so I appreciate your initiative."

‍Criticism: "I noticed there were a few moments when certain tasks were unclear, and that led to some confusion. In hindsight, I think I could have been clearer in my communication during the planning stage to avoid that. Going forward, let’s make sure we have a clearer framework for these tasks."

6. Handle negative feedback with care

Whether you’re sharing interview feedback with an unsuccessful candidate or preparing for a difficult performance review, giving feedback is almost always uncomfortable – especially if you’re on the receiving end.

Too often, managers feel like they have to rely on a sketchy “feedback sandwich” model, cushioning an uncomfortable truth between two slices of positive feedback.

“This approach not only feels artificial but runs counter to human psychology—we are hardwired to identify potential threats. As a result, we will hone in on information we perceive as negative to the detriment of more constructive takeaways,” C-suite performance coach Tiffany Gaskell tells Fast Company.

But giving negative feedback is an opportunity for better team alignment. Here are some ways to transform difficult conversations into learning opportunities:

• Reframe the conversation. When you use feedback as an opportunity to learn instead of a punishment, it allows for more organic conversation.
• Lead with curiosity. A feedback conversation should never be a monologue. Instead, create a dialogue by inviting your direct report to share their perspective first. The next step is to ask permission before offering your insights. This not only fosters respect, it helps all parties lower their defenses and speak openly.

Delivering this kind of feedback also provides the perfect opportunity to test out the SBI (Situation, Behavior, Impact) framework.

First, set the scene with a phrase like “in this report” or “in this morning’s meeting.” Then, describe the specific behavior objectively.  Use facts instead of assuming the other person’s intentions or emotions. Don’t say “you were careless”... instead, say “you made several spelling mistakes.” 

Finally, describe the impact this behavior had. For example, “it created another round of editing which delayed the project timeline.” Ask them to reflect on what went wrong and how they can prevent this in the future. By approaching feedback as a partnership, managers can turn feedback into a tool for success, not stress.

7. Stay consistent

As with any lifestyle change, consistency is key. According to Gallup, having just one meaningful conversation per week can boost employee engagement more than any other leadership activity. 

And not only that, frequent feedback is especially important for the 65% of Gen Z workers who say they want feedback once a week minimum.

Need help structuring your weekly check-ins? Follow through with these tips:

• Create a check-in agenda. Commit to regular weekly check-ins, including a list of key discussion topics, questions for employees, and the intended outcomes of the check-in. Send the agenda to your direct report before the meeting so both parties can engage more meaningfully.
• Keep it warm and friendly.  One quick tip? Kick off your weekly check-ins with an icebreaker. For example, you could ask about that weekend trip, their kid’s choir concert, anything non-work related.
• Recognize achievements. A little recognition goes a long way. If your direct report did a killer job on a recent project, don’t be afraid to let them know. 

Whether you’re meeting face-to-face or over Zoom, be ready to deliver actionable feedback every time you meet.

Feedback is fuel for high-performing teams

A feedback culture doesn’t happen overnight. But when handled with care, manager feedback can be a catalyst for growth. 

Whether it’s praise, constructive criticism, or a healthy mix of both, intentional feedback keeps employees engaged. And when managers put aside their own discomfort to dialogue with team members, they create a culture where everyone thrives.

Need help getting your feedback system off the ground? Breezy Perform makes review season a cinch. 

With an intuitive goal-setting process, history of past performance reviews, and manager review comment generator, Perform makes it easy to give feedback in real time. Sign up today for free access for up to 10 employees.