© 2003. Published in Law Practice Today, March 2003, by the American Bar Association. Reproduced with permission. All rights reserved. This information or any portion thereof may not be copied or disseminated in any form or by any means or stored in an electronic database or retrieval system without the express written consent of the American Bar Association or the copyright holder.
For various reasons, we often don’t give meaningful feedback. Perhaps we don’t want to give “bad” news or say something critical to someone else. We might shy away from dealing with the other person’s potentially negative reaction. We might think that the person doesn’t need feedback, especially when something has been done well. Or perhaps we feel that we don’t have the time to devise a way to deliver an effective message. But whatever our reason for failing to give prompt feedback, it will be far outweighed by later costs in time, money or frustration.
Regardless whether feedback is positive or negative, providing specific feedback in a constructive way can motivate others around you and improve relationships. Read the full article here to walk through three scenarios and how to provide specific feedback in each one. You’ll also get a concrete action plan for providing effective feedback going forward.