Giving accurate, constructive and regular feedback is essential if you want to build a well-functioning team. We all need to know what we’re doing well and what we could improve on in order to progress. But it’s not always easy to get it right. If you’re too blunt you discourage and demotivate the receiver. If, on the other hand, you’re too forgiving, nothing will change and the team member won’t get the opportunity to improve. Perhaps that’s why so many project managers and leaders are worried about giving feedback and end up not doing it. The trick is to say what needs to be said in a way that’s both constructive and well meaning – and to do it immediately.

​Use self-directed feedback
My first tip is to use self-directed feedback, which means that you ask the team member to first evaluate their own performance. You can for instance say: "Can we have a conversation about the client meeting we just had? I think it’s important that we’re aligned. What did you notice about your performance in the meeting? What did you like about what you did? If you could do it again, what would you do differently?"                                           
Asking these questions gives the team member a chance to reflect on their behaviour and it opens up the conversation. As most of us are our own worst critic, the team member is likely to highlight the very behaviour you wanted to address, which saves you from doing it. After the team member’s response, you will get the opportunity to express your own view at a time when the team member is ready to listen to it.
 
Give layered feedback
My next tip is to give “sandwiched” feedback, so that any negative comments are mixed in with something positive. If you only focus on the negatives you can easily demotivate the team member. You have to build up people’s self esteem as it gives them energy and confidence to change. When you give sandwiched – or layered – feedback you first emphasize something the person is doing really well. Secondly you talk about an element they can improve on, and thirdly you finish off with a positive point. We all like to know what we’re doing well. But your praise must be honest and well deserved. If you just add a few superficial positive comments to tone down the negative feedback, they will have no effect at all. You can layer your message this way: "What I liked was... Can I suggest something you might do differently?..
You are always so good at ..."
 
Be specific and give examples
When you give your feedback, be specific about what you think the team member is doing well and what you would like to see changed. If you’re too generic, for instance by saying, “That was great” or “That didn’t really work for me”, the team member won’t know how to improve. If they knew, they would have already done it. It would be more helpful if you said “Your report gives some good facts and figures on page three. I think it would benefit from being more succinct, especially in section one. Perhaps you could do that by adding a few graphs and charts.”
 
As you talk about specific situations, be as constructive as possible and emphasize what behaviours the recipient can change going forward. It can be unhelpful to say: “You have to stop saying yes to the client all the time." In its place say: "Can I suggest that instead of saying yes when the client asks for a change, you carry out an impact analysis and propose 3 options in your response.”
 
Create an open dialogue
Another tip is that you should always give the team member the chance to express their views and react to your comments. In order for your feedback to be taken on board you have to manage the emotional side and create a safe space for them to speak their mind. Giving sandwiched feedback will help, but also ask them: “What do you feel about what I just said? What else are you thinking?” Remember that the purpose of your feedback should always be to help the team member improve rather than just criticizing them.
 
On that note, feedback doesn’t have to have a negative angle at all. You can keep your team members motivated by acknowledging all the things they are doing well. Give positive feedback as often as you can and immediately after you have observed something great. Remember that your comments must be well deserved as otherwise they will lose their importance.


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Asking for feedback is one of the most powerful tools on your road to personal and professional growth and it’s an excellent way to strengthen trust and relationships on the projects you are leading. The people you work with can see you from all angles, but without the use of a mirror you can only see a limited part of yourself. Without feedback it can be hard to ascertain – not just how you look – but also what effect your leadership style has on others. You can pick some of this up by observing people’s body language and how they react to you, but you will get a much better understanding by asking them directly. 

Many people shy away from asking for feedback because they are afraid what they will be told, but we are much better off knowing than not knowing. At least we can then do something about it. Besides, when you ask other people about their opinion, they are likely to also tell you about something you do really well that you were not aware of. Feedback highlights your strengths as well as your weaknesses.

Who shall I ask?
When you ask for feedback, choose people whose opinion you respect and admire. If you ask people who you don’t respect, you are unlikely to take their comments on board. Look around you. Who are those people that are doing a great job and who would have a view on your performance and how you come across? Don’t limit yourself to the people you work for directly. Great insight can be gained from also asking your team, clients and peers for feedback. If you feel uncomfortable, start with a person you trust and who has your best interests at heart. You may come away feeling enlightened and positive.

What questions shall I ask?
The simplest way to request feedback is to ask the following three questions:

1) What should I stop doing?

2) What should I start doing?

3) What should I continue to do?

When you ask these three questions you give people a chance to balance their feedback between positive and less positive aspects. It means that they can highlight the things you do really well along with areas where there is room for improvement.

What shall I do with the feedback?
As with everything, make up your own mind about the feedback you receive. Apply your own wisdom and decide which aspects to seriously take on board and which to leave behind. Pick out one or two themes that are mentioned by more than one person and that you know there is some truth to. Then make a decision to work on these – on your own or with the help from a mentor or coach. 

How does this help me to build trust?
When you ask your team and clients for feedback it instantly opens up the relationship because you show that you care and that you are humble enough to ask for their opinion. Just imagine how a team member might react if you asked them how you come across as a manager and how they feel that you could better support them in their work.

In similar way you can build instant trust between you and a stakeholder by asking for comments about you and the project you are leading. You might say “I would like to ask your opinion about the project and my role on it. I value your view on how we can work more effectively and deliver a better service to you. Do you feel that you are receiving sufficient information about the project and in a way you would like it? Are there any aspects about the project you feel we have overlooked? Which suggestions do you have for how my team and I can improve?”

Can you see how asking these questions can immediately strengthen trust between you and your client? Can you see that asking for feedback is imperative for your growth as a project manager?



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One of the most significant roles you have as a project manager is to lead and motivate the team. You have to focus on enabling team members to thrive. Look after them, value their contributions, and make sure that communications and relationships are good. 
 
Building relationships and gaining the trust of team members require you to be patient, open, and trustworthy – and to set sufficient time aside for impromptu conversations and regular one-on-one sessions. These conversations and sessions are opportunities for you to coach and support the team member and to provide and receive feedback. 

If people are to do their best, they need to know what they are doing well and what they could do better. Everyone needs feedback – especially
team members who are relatively inexperienced or new to the project or
organization. But also team members who are experienced and doing well need to know that their contributions are being appreciated.
 
As the project manager, it is your job is to provide feedback.

If feedback is to be effective, it must be given in an objective and constructive way; otherwise, it may be ignored or misinterpreted. Take the emotion out and keep it as factual and objective as possible. This is especially important when delivering so-called negative feedback. 
 
Do not focus on failures and mistakes. Always assume that people
mean well and that they are doing the very best with what they have. Focus on the way forward and encourage people to take steps in that direction. 
 
Think carefully about how you communicate your message, as everyone reacts differently. If you want the person to have positive feelings about making a change, make sure that your message has that effect. Be mindful of your body language, tone of voice, and facial expressions. First think about what you want to communicate and which effect you want to have on the team member – then make sure your body language supports that message. 
 
Remember that providing feedback is a two-way process. Who is to say that the team member you are talking to actually did a bad job? Could it be that your instructions and support were lacking? Keep an open mind and allow for the possibility that you could be wrong. Listen carefully to the team member’s comments and views without interrupting. 

If a team member has made a genuine mistake or truly needs to improve in some way, be as specific about the situation as you can and give concrete examples of the behaviors that concern you. The more specific you are the more accurate and helpful your feedback may be.

-> Make your feedback factual and constructive
-> Be as specific as you can, and give examples
-> Do not criticize; focus on the way forward
-> Encourage an open dialogue by asking for comments
-> Listen without interrupting 
-> Allow for the possibility that you could be wrong
-> Be honest 
-> Let people know when they have done a good job
-> Be mindful of your body language; it must support your message
-> Know which emotional state you want your team member to end up with
 
It is important to give feedback when a team member does something good, too. After all, everyone likes to feel important, valued, and appreciated. Often projects get so busy that you may forget about the little things that can make a big difference and boost morale. 
 
Make it a habit to give sincere praise on a regular basis. Let your team members know when they have done a good job. If you do not tell them that they are doing well, they may never know that you have noticed and appreciate their performance. They may eventually start doubting themselves. People love the feelings of success, contribution, and knowing that they make a difference.

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