Start by framing the intention as support, not judgement.

Avoid generalisations like “You’re not proactive.”
Instead, describe what you saw or heard.

Use the “What’s working / What could be better” structure.

Feedback loses impact if delayed for weeks or months.
Give it as soon as appropriate, while the context is still fresh.

Share how the behaviour affected the team or results.

Feedback should never feel like a lecture.

Agree on 1–2 practical next steps.

Encourage improvement by reinforcing belief in their abilities.

Check‑ins show that you’re invested in their growth rather than “giving feedback and disappearing.”

Situation → When/where
Behaviour → What the person did
Impact → Effect on people, process, or outcomes