Useful feedback describes the effect of behaviour and agrees how to maintain or adjust it; it is not a verdict on a person.

Use situation, behaviour, and impact: “In Monday’s meeting, you interrupted Mara twice; we did not hear the support constraint and the decision was delayed.” Ask, “How did you see it?” and agree a verifiable action. When receiving feedback, listen, ask for an example, thank the person, and choose what to try; you may request precision or disagree calmly.

Choose a setting proportionate to the issue. Specific recognition helps repeat useful behaviour; every improvement point does not need generic praise around it.

• Labelling. Describe behaviour and effect.
• Saving up months of examples. Address patterns early.
• Advising without asking. Explore context and needed support first.

1. Prepare feedback for a guide without an escalation route.
2. Write three sentences for receiving presentation feedback.

1. State the guide, missing element, impact, and agreement to add and review it.
2. Thank the person, ask for a specific example, and name one next experiment.

Describing, asking, and agreeing turns feedback into learning. The final module turns this practice into a continuing plan.