Best Practices for Skill Assessment Feedback Sessions

A lot of trainers run a great exercise… and then waste the learning moment that follows. The debrief is where performance improvement actually happens. But too often we get generic reflections: “Yeah, that was good” or “Interesting exercise.” None of that helps anyone perform better back on the job. A simple tool I use in almost every session, face-to-face or virtual, is the Feedback Grid. It structures the debrief so delegates can evaluate the outcomes of an exercise, not just how it felt. Here’s exactly how to use it straight after an activity: 1. Set up the 4 quadrants before the exercise Worked Well (+) Needs Change (Δ) Questions (?) New Ideas (💡) By having it visible from the start, delegates know there will be a structured review, not a free-for-all discussion. 2. Immediately after the exercise, ask individuals to add notes Give everyone 2–3 minutes to jot down their thoughts in each category. This stops dominant voices from setting the tone and gives you a broader view of what actually happened. In a virtual room, this is as simple as shared online sticky notes. Face-to-face, use flipcharts or a whiteboard. 3. Analyse the activity, not the activity’s “vibe” This is where most trainers go wrong. We’re not asking whether they “liked” the exercise. We’re capturing what the exercise showed about their skills, behaviours, and decision-making. Examples might include: Worked Well: “Clearer roles helped us move faster.” Needs Change: “We didn’t communicate early enough.” Questions: “How do we apply this under time pressure?” New Ideas: “Create a decision checklist before starting.” These are performance insights, not opinions. 4. Turn the grid into next-step actions Once patterns emerge, summarise 2–3 practical actions they can take into the workplace. This is where the ROI sits. The exercise becomes a rehearsal, and the grid becomes the bridge to real work. 5. Keep the pace tight A structured debrief shouldn’t drag. Five to eight minutes is enough to turn a simple exercise into a meaningful learning moment. When used properly, the Feedback Grid transforms exercises from “fun activities” into performance diagnostics. That’s the whole point of training, to improve what people do, not what they think about the training. What do you use for this? -------------------- Follow me at Sean McPheat for more L&D content and then hit the 🔔 button to stay updated on my future posts. ♻️ Save for later and repost to help others. 📄 Download a high-res PDF of this & 250 other infographics at: https://lnkd.in/eWPjAjV7

The Art of Providing Constructive Feedback: A Guide for Mentors Dear Readers, Thank you for your incredible responses to my recent article on Active Listening in mentorship. Your engagement highlights the importance of our mentorship journey. Previously, we discussed how active listening can enrich mentoring relationships. Today, let's explore another key aspect: Providing Constructive Feedback. Constructive feedback is essential in mentorship, helping mentees recognize areas of improvement and fostering growth. Here are strategies for effective feedback: 1. Be Specific and Objective - Focus on Behaviors, Not Personalities:    Instead of saying, "You need to be better at communication," say, "During our last meeting, you interrupted a few times. Let's work on ensuring everyone has a chance to speak." 2. Use the SBI Model - Situation: When and where the behavior occurred. - Behavior: The specific behavior observed. - Impact: How this behavior affected the team. E.g., "In yesterday's meeting, when you interrupted, it caused confusion, and several team members didn't share their thoughts." 3. Balance Feedback - Start with Positive Observations: Highlight what the mentee is doing well. - Provide Areas for Improvement: Address areas for growth. - End on a Positive Note: Reinforce strengths and express confidence in their ability to improve. 4. Time Your Feedback - Immediate but Considerate: Provide feedback promptly but ensure it’s a good time for your mentee to reflect. 5. Encourage Self-Reflection - Ask Open-Ended Questions: Before giving feedback, prompt your mentee to self-assess. E.g., "How did you feel that presentation went?" 6. Offer Clear, Actionable Advice - Suggest Practical Steps: Provide clear, actionable steps. E.g., "Try summarizing key points at the end of your emails." 7. Show Empathy and Support - Be Understanding: Acknowledge efforts and struggles. Use empathetic language like, "I understand this might be challenging, but with some practice, you will get better." - Offer Help: Let them know you’re available for support and practice sessions. 8. Follow Up - Revisit Past Conversations: Check on their progress to show your investment in their development. Mastering the art of constructive feedback paves the way for mentees to achieve greater self-awareness and professional growth. I invite you to share your feedback experiences. What techniques work for you? Have you faced challenges delivering feedback? Let’s discuss in the comments. Stay tuned for our next article on the importance of Building Trust and Rapport in Mentor-Mentee Relationships. Until next time, happy mentoring! #mentorship #leadership #governance #future #sustainability #impacthub #youth #Entrepreneurs

The worst feedback isn't harsh criticism. It's feedback that teaches the wrong lesson. That focuses on the wrong thing. Some time ago, a teammate launched a new initiative. It was strong—strategic, well-executed. Right after, she asked for feedback. I zoomed in on a minor detail. Something trivial. She thanked me. Six months later during a performance discussion, she brought it up again. She still remembered. Not because it helped—because it confused her. Without saying so, it was evident she was disappointed in me. I hadn’t praised the excellent work. I’d taught her to second-guess it. That moment rewired how I approach feedback. Now, I ask one question first: "What am I teaching by sharing this feedback?” This question has changed how I deliver feedback. → It shifts focus from pointing out problems to developing people → It makes you consider the lasting impact of your words → It helps you choose what truly matters Asking the question is just the start - here's how to put into practice. ---The 3-Step Feedback Filter--- 1. Pause Before Speaking Ask "What message am I trying to send?" ↳ Am I strengthening confidence or doubt? ↳ Will they focus on strengths or weaknesses? 2. Lead With Impact Start with what worked well before addressing gaps ↳ "The strategic thinking here is excellent. Let's build on that..." ↳ "Your execution was solid. Here's one area to amplify..." 3. Connect Feedback to Growth End with development, not just correction: ↳ "This skill will serve you in bigger roles" ↳ "Mastering this positions you for the next level" Before you give feedback, ask yourself... "When I share this feedback, what am I teaching?" The answer will change how you deliver it. And what you choose to focus on. How do you ensure your feedback is focused on developing a person?

The other side of MSI feedback is how we GIVE it. In my last post, I shared 6 ways to get the most out of your Multi-Source Input (MSI). The way to GIVE feedback matters just as much. The quality of MSI depends on the quality of the feedback we give. Most of us have received anonymous feedback that sounds: 👉 vague 👉 overly harsh, or even 👉 cowardly (things one might never say directly). But MSI has potential to be something valuable. When done thoughtfully, it can help colleagues see their impact more clearly and grow as leaders. Here are 6 ways to give feedback in an MSI that actually HELPS someone grow. 1️⃣ Write feedback you could say directly Before submitting a comment, ask yourself: “Would I feel comfortable saying this respectfully in conversation?” If not, rewrite it until you would. Anonymous feedback should still sound like something a professional colleague would say. 2️⃣ Describe behaviors, not personalities Avoid statements like: ❌ “Can be difficult to work with.” Instead describe what people experience: ✅ “In meetings, allowing more space for others to share ideas could encourage broader participation.” Behaviors can change. Character judgements don't help. 4️⃣ Replace vague comments with concrete examples Vague feedback leaves people guessing. For example: ❌ “Communication could improve.” Instead try: ✅ “Providing earlier updates when project timelines change would help the team plan and adjust more easily.” Specific feedback gives something they can actually act on. 4️⃣ Reinforce what works, not just what doesn’t Developmental feedback is important, but so is reinforcement. Try something like this: ✅ “Your ability to simplify complex topics helps the team stay aligned.” When people know what’s working, they continue doing it. 5️⃣ Suggest one practical improvement Helpful feedback can point toward what could be done differently. For example: ❌ “Needs to delegate more.” Instead try: ✅ “Delegating more of the operational decisions could also create opportunities for your team to take greater ownership.” A small suggestion can spark meaningful change. 6️⃣ Leave the person with dignity [Most important] Even constructive feedback should feel respectful. Before submitting, reread your comment and ask: “If I received this, would it help me grow?” If the answer is yes, it’s likely useful feedback. Multi-Source Input works best when it reflects honesty, respect, and thoughtful intent. When we take a moment to write feedback carefully, we contribute to someone’s development AND to a culture where people feel safe to learn and improve. You have more influence than you know in creating a positive culture. 👇 Have other tips that work for you? Please share in the comments! ♻️ Repost if this can help feedback givers. Follow me, Rekha Jillella for more leadership tips.

As we start the second half of the year, it’s important to use July to pause and reflect on our team's attainment of its desired outcomes and provide open and transparent feedback. In the spirit of continually learning, I attended a session led by Chris Foltz (IBM’s Chief Talent Officer) who facilitated a panel discussion with five upline managers on performance development. The session was structured to draw out personal learnings from this amazing group of leaders across IBM’s business areas. The ultimate goal is to improve the dialogue with your managers around coaching for the performance of their teams. Here are my takeaways: ✦ Be clear. Ensure you have clearly defined and documented the goals, objectives, and measurement criteria that align with your company's desired outcomes based on role, experience level, and expertise. Setting the bar high and having a transparent and open forum about these expectations is important. ✦ Be prepared. When you have conversations with both high and low performers, it’s best to have specific examples to back up the ratings. This provides evidence to help the individual understand where they stand relative to their outcomes and provides the basis for a conversation. ✦ Gather feedback. While it’s important to hear from individuals on how they feel they are doing, it’s equally important to cast a wide net from their [matrixed] leadership, peers, and those they manage to get a broad perspective from five to ten others to identify strengths and areas for improvement, with an understanding of what they did and how they did it. ✦ No surprises. Throughout the year, the individual and his/her manager should talk directly or indirectly about how they are meeting/not meeting their personal goals aligned with expected outcomes. When the mid-year assessment comes, the individual should already know where they stand, and the conversation can shift to how he/she can better meet those outcomes. Ensure the focus areas are acknowledged to confirm understanding of the gaps so he/she can start internalizing your feedback. ✦ Set a course together. Use each moment you engage with your direct reports as an opportunity to help them grow as leaders while aligning their results to desired outcomes. When defining such plans, be precise and don’t clutter action plans with anything extra to keep them on point. It’s a time to make a powerful connection, so you must have the data and perspectives ready before these discussions to have the biggest impact. While giving and sharing feedback has been around for some time, I found it refreshing to hear fundamental principles reinforced and brought to life by real-life examples, practices, and proven techniques. Following the key learnings above, we can close the employee expectations gap around communicating goals and aligning work to targeted outcomes. Chitralekha Datta Christy Tyberg Laura Smith Ging Calica Andrew Goetz #ibm #feedback #coaching #leadership

Close Skill Gaps and Build Peak Performing Teams You have Defined the key Skills. You have Assessed the team’s Strengths and Gaps. Now it is time for the most important step: 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁. 3-Step approach to make it happen. 1) 𝗦𝗵𝗮𝗿𝗲 𝘁𝗵𝗲 𝗙𝗲𝗲𝗱𝗯𝗮𝗰𝗸 & 𝗥𝗲𝘀𝘂𝗹𝘁𝘀 Feedback is not just about pointing out gaps. It’s about creating clarity and alignment. Here is how to do it effectively: • Compare the Self-Assessment to Team Assessment. - Look for differences - great opportunity to uncover blind spots. • Start with Strengths. - Recoginize wins to improve receptiveness. • Pinpoint Opportunities. – These are not "weaknesses" but where improvement can lead to the most growth. • Give Examples! - Data alone may not stick. Highlight examples from real situations where skills were on display. When You are clear, specific, and encouraging, people will walk away from the conversation with clarity on what’s next. 2) 𝗖𝗿𝗲𝗮𝘁𝗲 𝗮𝗻 𝗔𝗰𝘁𝗶𝗼𝗻𝗮𝗯𝗹𝗲 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁 𝗣𝗹𝗮𝗻 Without a plan, feedback is just noise. Here is how to create a plan that drives action: • Co-Create the Plan. - Increase Buy-in by Collaborating to create a path forward. • List Specific Actions. - The more specific, the better. Avoid vague goals like “get better at communication.” Instead, “complete 2 workshops on conflict resolution this quarter” is clear and actionable. • Tap into Resources. - Support growth with tangible resources. --> Training --> Courses --> Workshops --> Certifications --> Special projects --> Mentoring Program --> Delegating your Responsibilities • Leverage Projects for Development. - Give team members "stretch assignments" that force them to use and develop the very skills they are building. When Your team member owns the plan, They own the results. 3) 𝗧𝗿𝗮𝗰𝗸 𝗣𝗿𝗼𝗴𝗿𝗲𝘀𝘀 𝗮𝗻𝗱 𝗖𝗲𝗹𝗲𝗯𝗿𝗮𝘁𝗲 𝗪𝗶𝗻𝘀 Growth requires consistent measurement and celebration. Here is how : • Set Milestones. - Define specific checkpoints to measure progress. • Provide Regular Feedback. - Ongoing feedback keeps people on track and engaged. • Track Key Metrics. - If You are measuring skills like problem-solving, track how it is improving through real-world application. • Celebrate Progress. - Growth should be recognized. It builds confidence and encourages continued effort. This process ensures that progress is visible and celebrated, Not hidden until the next review. Don’t just collect data on skills. Use it to build Your team into Peak Performers. What is one development action you’ll take for your team this week? P.S. If you’re thinking, "I don’t have time for all of this," start small. Have one 10-minute conversation with a team member this week. You will be surprised how far it goes.

Your feedback pushes away your best talent. Master these 10 tips to win them back: Feedback is often seen as criticism. But it's actually your biggest growth lever. 🌟 Here's why most feedback fails: 👉 It's too negative ↳ Focuses on problems, not solutions. 👉 It's too vague ↳ "Do better" isn't actionable feedback. 👉 It's too personal ↳ Attacks the person, not the behavior. 🌟 The result? ❌ Toxic culture ❌ Lower performance ❌ Damaged relationships But there's a better way. 🌟 Master these 3 powerful feedback frameworks: The COIN Model ↳ Context: Set the scene ↳ Observation: State the facts ↳ Impact: Share the effect ↳ Next Steps: Plan improvement Example: "In yesterday's meeting (C), you interrupted Sarah twice (O). This made her hesitant to share more ideas (I). Could we practice active listening techniques? (N)" The SBI Framework ↳ Situation: When and where ↳ Behavior: What happened ↳ Impact: The outcome Example: "During the client call (S), you came prepared with research (B), which helped us win the project (I)." The AID Method ↳ Action: The specific event ↳ Impact: The effect ↳ Desired outcome: The path forward Example: "The client presentation was delivered without rehearsal (A). This led to some confusion about our key messages (I). Moving forward, let's schedule a practice run 24 hours before major presentations (D). 🌟 Pro Tips for Powerful Feedback: - Stay Fact-Based - Focus on Growth - Make it Two-Way - The 24-Hour Rule - The "One Thing" Rule - Use Specific Examples - Set Clear Expectations - Follow Up Consistently - Create Psychological Safety - "What/Why/How" Framework 🌟 Remember: - Great feedback isn't about being nice or harsh. - It's about being clear and caring. 🌟 The best leaders know: Feedback is a gift that builds trust and drives growth. What's your best tip for giving feedback? ♻️ Please repost to help others in your network profit more from feedback. Thanks! And follow Eva Gysling, OLY, for more insights on leadership, resilience, culture, interprofessional collaboration, and burnout prevention!

Stop giving ineffective feedback. Here are 4 powerful models to use: 1. For 1-on-1 meetings: The S.B.I. Model ↳ Situation: Set the context ↳ Behavior: Describe specific actions ↳ Impact: Explain the consequences 2. For performance reviews: The GROW Model ↳ Goal: Set clear objectives ↳ Reality: Assess current situation ↳ Options: Explore possibilities ↳ Will: Commit to action 3. For team settings: 360-Degree Feedback ↳ Gather input from all directions ↳ Focus on specific competencies ↳ Provide a holistic view 4. For every situation: Feedback Sandwich ↳ Positive start: Open with encouragement ↳ Constructive core: Address areas for improvement ↳ Positive end: Close with reinforcement Remember: Effective feedback is: - Timely - Regular - Balanced - Actionable - Specific - Empathetic Which model will you try in your next feedback session? Share your thoughts below! 👇 --- Enjoyed this post? ♻ Repost to share with your network and follow me César Solís for more on strategy, professional development, and mindset.

I had my review today. Here’s how we do ‘reviews’ at August Public: 1. It’s the same for everyone, regardless of tenure, role, or seniority. 2. Every team member has a ‘Development Advocate’ who’s job is to help the team member get whatever they need to learn and get better. (This person is not their Manager.) 3. ~1 time per year, on a self-determined schedule, each team member has a ‘Getting Better on Purpose’ (aka ‘GBOP’) session. 4. Before the GBOP session, the team member shares a self-reflection (usually in written form), and collects feedback from other team members. All team members that you worked with most closely are generally obligated to share, and other team members are invited but not obligated. 5. Feedback is shared and collected from all other teammates in the same way, regardless of tenure, role, or seniority. 6. Feedback is not anonymous (and is typically accessible to all team members in a shared team development Google Folder). 7. The feedback goes directly to the person it’s being shared with, along with that team member’s Development Advocate. 8. The team member and Development Advocate read and synthesize the feedback, and create an agenda for the GBOP session. 9. The GBOP session is usually 90 minutes, and is a team session including all the people who have worked most closely with the team member (again, regardless of tenure, role, or seniority). All team members participate equally. 10. The Development Advocate typically facilitates the GBOP session, and the group collectively discusses the things that are most relevant and important to this team member’s growth. Typically this includes highlighting the things they are doing very well, how and why they are appreciated, where they can be doing better, and in what ways the rest of the team would like to see them develop. 11. Based on the discussion, the group will typically leave with a few specific commitments for how they can support this person’s development. Of course this isn’t perfect, but after many years and many teammates, I really appreciate this approach. How does this compare to how your company does reviews?

From rising through the ranks in investment banking to coaching future leaders, I know feedback is the secret to success. In my 25+ years, I’ve seen how timely, well-asked feedback can unlock promotions, raises and career growth —don’t wait to ask. 1 - Ask for feedback in a timely manner - as soon after the event (eg presentation, meeting, research paper, sales pitch, etc.) as possible. ⭐ Avoid waiting too long to ask, as memories can fade over time. ⭐ Choose a time when the person can focus on your request - scheduling 1x1 time, go for a coffee, etc. - strive for an environment with few distractions. ⭐ Give the person a heads-up that you’ll be asking for their feedback, so they have time to prepare. 2 - Ask someone who you TRUST and will be honest and forthcoming ⭐ Be careful not to be tempted to ask people who you know will provide positive feedback. (Personally, I like to ask a pessimist/glass is half empty personality). 3 - Be CLEAR and SPECIFIC on what you want feedback on ⭐ EXAMPLE - Don't say "How Am I Doing?". Be more specific and say "Can you provide feedback on how I at the sales pitch with Client ABC" 4 - Ask for EXAMPLES ⭐ EXAMPLE - "When you say I sounded nervous during the pitch, what specifically did you observe? Was it my body language, the way I spoke, the pace of my speaking, etc.?" 5 - Be OPEN and receptive to the feedback and do not get defensive ⭐ If you are defensive, you can discourage the person giving you honest feedback (or any feedback at all) ⭐ Realize that PERCEPTION IS REALITY. If the person provided feedback that you do not agree with, realize it is their reality (and likely others as well). 6 - Put an ACTION PLAN in place to address the feedback. ⭐ Ask the person providing feedback for their views on steps you can take to improve. Be grateful and thank the person who provided you feedback and ask them if you can follow up with them in a few weeks time to see if they have seen improvement. I also like to encourage them to share TIMELY feedback with me whenever they notice something. P.S. Want help with your development needs ⭐⭐ I can help. DM me now or email me at craigbroder@emergingedgellp.com. ♻️♻️♻️PLEASE REPOST AND SHARE WITH YOUR NETWORK ♻️ ♻️♻️