Useful manager feedback describes an observable action, explains why it matters to the work and gives the employee room to respond. “You are a natural leader” may feel positive but leaves the person unsure what to repeat. “You lack ownership” is negative without identifying the agreement or evidence behind it.
The examples here are fictional discussion prompts. Adapt them to facts you actually observed and to the purpose of the conversation. They are not a validated feedback model or a substitute for required performance, HR or safety procedures.
Reinforce an action worth repeating
Instead of “Great communication,” try: “At the handoff you named the receiving owner and asked them to confirm the open question. We left with a shared understanding of the next action. What helped you prepare that?” The feedback identifies the action and its observed effect while inviting the employee’s account.
Do not claim an effect you cannot verify. If you observed a clear summary but do not know whether the handoff succeeded, say that. Specific recognition can acknowledge thoughtful preparation without attaching an unsupported output improvement or customer result.
Refine work that was acceptable but could be clearer
A developmental example could be: “The update included the completed tasks, but the unresolved approval was not identified until the end. I had difficulty seeing which decision you needed. Could we try putting the decision request first next time?” Ask how the employee understood the expected format before assuming they ignored it.
Explain whether the suggested change is an option or a required standard. If it is required, give clear instruction and support. Disguising a nonnegotiable expectation as an open coaching question creates unnecessary uncertainty.
Discuss the interaction without assigning a personality
Instead of “You are defensive,” consider: “When I asked about the delay, we moved straight to whether the target was reasonable. I would like us to review the actual sequence first, then examine the target. How did my question sound to you?” This keeps the discussion on an interaction and allows the manager’s own approach to be examined.
A response can have context the manager does not yet know. One conversation is not evidence of a stable trait. Listen before interpreting, and use qualified support for issues outside ordinary work feedback.
Choose a suitable setting and timing
Discuss sensitive developmental feedback privately through approved channels. Ask whether the employee can have the conversation now or whether a specific near-term time would work better, except where necessary action cannot wait. Recognition preferences vary; do not assume everyone wants public praise.
Avoid bundling months of unspoken concerns into one routine check-in. When an actual commitment was missed, use the missed-commitment conversation guide to clarify the agreement and evidence rather than pretending the issue is only a wording problem.
End with a testable next step
A next step might be to make the required decision visible at the beginning of the next appropriate update. Name what support the manager will provide and when both people will review an example. Do not turn the prompt into an informal personnel scoring system.
The coaching template is useful when the next conversation needs to explore reasoning and practice in more depth. If managers need consistent support in feedback across teams, discuss the development need with Shannon. Bring examples and actual role expectations rather than a list of personality labels.
About this resource: Prepared with AI-assisted drafting. Examples and templates are illustrative, not reported client outcomes, a validated assessment or a substitute for required policies and qualified supervision.