Success Advice
The 6 Step Process for Delivering Critical Feedback in a Constructive Way

We have all been in the position where we knew we needed to have a difficult conversation at work that involved delivering constructive feedback. Maybe a major deadline was missed, there was a clear decline in performance, or someone blatantly dropped the ball. Most of us avoid delivering the feedback, and the conversation can get pushed back again and again, wasting valuable time and money.
Delivering constructive feedback is challenging, and uncomfortable for most people, even highly trained leaders. Yet, delivering and accepting feedback is one of the most important keys for success. So why do we avoid these conversations? Because we never learned how to have them.
Open, honest, direct communication is not a skill we are taught in school. There is no “How to Have Tough Conversations” 101. As a clinical psychologist that specializes in couples work, I see just how important communication is in maintaining thriving relationships. I understand that good communication is the foundation of every successful relationship; both intimate relationships and your work relationships.
Below is a 6-step guide to providing constructive feedback:
Step 1: Clarity on the Goal of the Conversation
The first step is to get clear on the goal of the feedback conversation. Are you planning to see a change in performance, simply communicate how you felt, or receive an apology? Get clear on what you are hoping to get out of the conversation. Be honest with yourself about what you need, what is most helpful to the relationship, and what is most helpful to the organization. Getting clear on the goal also ensures you are speaking with the right person.
“I think it’s very important to have a feedback loop, where you’re constantly thinking about what you’ve done and how you could be doing it better.” – Elon Musk
Step 2: Invitation
Set up a time to talk. Feedback conversations are not meant to be had in the hallway. It is important that both parties can set aside adequate time and have the space needed for dialogue. Additionally, there must be respect for both parties’ need for time to process information. For example, if you are delivering feedback, and the receiver needs time to process the feedback before responding, setting up a subsequent meeting will be most helpful.
Step 3: Ownership
Own the role you played in creating the situation. When you model ownership of blind spots, failures, or missteps, you set the stage for the receiver to do the same. For example, you may acknowledge that you were not aware of how to support your employee and not aware of the problem until x situation occurred. Equally important as owning your role, is owning your emotions. Own your emotions using “I” statements. For example, “I felt disappointed when I realized your sales performance had substantially declined”.
Step 4: Open, Honest, Direct Feedback
Feedback that dances around the problem does not do anyone any good. It only increases anxiety on behalf of the receiver, and potentially causes the feedback to get totally lost. The conversation needs to be open, honest, and direct. For example: “I felt concerned when you did not attend the last two strategy calls this month…It brought up questions for me about your commitment to the company.”
Step 5: Listen, Validate and Accept
When providing feedback, it is important both parties maintain an open mind, and respond in a way that communicates validation and acceptance. As soon as an individual gets defensive, feedback cannot be taken in, and the value of the conversation dramatically decreases. When providing feedback it is important to listen, validate, and accept your receiver’s viewpoint. Notice, I did not say agree. This looks something like saying: “I can see why X led you to commit Y , I understand you were under a great deal of stress/dealing with a personal situation/frustrated.”
“We all need people who will give us feedback. That’s how we improve.” – Bill Gates
Step 6: A Clear Plan for Moving Forward
In providing feedback, the magic is that now things can change! If feedback is never given, relationships end, things will stay the same, businesses will die, and money will be lost. If you have gotten to this step, that means you did the hard work, and now you get to put change into action. A clear plan includes an acknowledgement from both parties regarding what they will do differently to prevent the situation from occurring again, and how they will stay accountable in making the change happen.
The good news about delivering feedback is that the more you do it, the easier it gets. Remember, giving and receiving feedback is one of the most surefire ways to open yourself up to massive growth.
As a giver of feedback, it is your job to model openness and a desire for growth, so that the receiver may take in the feedback and make the necessary changes. Exceling at feedback delivery will help you set you apart from others and enable you to achieve extraordinary relationships, in both your personal and work lives.
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Struggling to keep your team engaged? Here’s how leaders can turn frustrated employees into loyal advocates.

In workplaces around the world, there’s a growing gap between employers and employees and between superiors and their teams. It’s a common refrain: “People don’t leave companies, they leave bad bosses.”
While there are, of course, cases where management could do better, this isn’t just a “bad boss” problem. The relationship between leaders and employees is complex. Instead of assigning blame, we should explore practical solutions to build stronger, healthier workplaces where everyone thrives.
Why This Gap Exists
Every workplace needs someone to guide, supervise, and provide feedback. That’s essential for productivity and performance. But because there are usually far more employees than managers, dissatisfaction, fair or not, spreads quickly.
What if, instead of focusing on blame, we focused on building trust, empathy, and communication? This is where modern leadership and human-centered management can make a difference.
Tools and Techniques to Bridge the Gap
Here are proven strategies leaders and employees can use to foster stronger relationships and create a workplace where people actually want to stay.
1. Practice Mutual Empathy
Both managers and employees need to recognize they are ultimately on the same team. Leaders have to balance people and performance, and often face intense pressure to hit targets. Employees who understand this reality are more likely to cooperate and problem-solve collaboratively.
2. Maintain Professional Boundaries
Superiors should separate personal issues from professional decision-making. Consistency, fairness, and integrity build trust, and trust is the foundation of a motivated team.
3. Follow the Golden Rule
Treat people how you would like to be treated. This simple principle encourages compassion and respect, two qualities every effective leader must demonstrate.
4. Avoid Micromanagement
Micromanaging stifles creativity and damages morale. Great leaders see themselves as partners, not just bosses, and treat their teams as collaborators working toward a shared goal.
5. Empower Employees to Grow
Empowerment means giving employees responsibility that matches their capacity, and then trusting them to deliver. Encourage them to take calculated risks, learn from mistakes, and problem-solve independently. If something goes wrong, turn it into a learning opportunity, not a reprimand.
6. Communicate in All Directions
Communication shouldn’t just be top-down. Invite feedback, create open channels for suggestions, and genuinely listen to what your people have to say. Healthy upward communication closes gaps before they become conflicts.
7. Overcome Insecurities
Many leaders secretly fear being outshone by younger, more tech-savvy employees. Instead of resisting, embrace the chance to learn from them. Humility earns respect and helps the team innovate faster.
8. Invest in Coaching and Mentorship
True leaders grow other leaders. Provide mentorship, career guidance, and stretch opportunities so employees can develop new skills. Leadership is learned through experience, but guided experience is even more powerful.
9. Eliminate Favoritism
Avoid cliques and office politics. Decisions should be based on facts and fairness, not gossip. Objective, transparent decision-making builds credibility.
10. Recognize Efforts Promptly
Recognition often matters more than rewards. Publicly appreciate employees’ contributions and do so consistently and fairly. A timely “thank you” can be more motivating than a quarterly bonus.
11. Conduct Thoughtful Exit Interviews
When employees leave, treat it as an opportunity to learn. Keep interviews confidential and use the insights to improve management practices and culture.
12. Provide Leadership Development
Train managers to lead, not just supervise. Leadership development programs help shift mindsets from “command and control” to “coach and empower.” This transformation has a direct impact on morale and retention.
13. Adopt Soft Leadership Principles
Today’s workforce, largely millennials and Gen Z, value collaboration over hierarchy. Soft leadership focuses on partnership, mutual respect, and shared purpose, rather than rigid top-down control.
The Bigger Picture: HR’s Role
Mercer’s global research highlights five key priorities for organizations:
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Build diverse talent pipelines
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Embrace flexible work models
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Design compelling career paths
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Simplify HR processes
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Redefine the value HR brings
The challenge? Employers and employees often view these priorities differently. Bridging that perception gap is just as important as bridging the relational gap between leaders and staff.
Treat Employees Like Associates, Not Just Staff
When you treat employees like partners, they bring their best selves to work. HR leaders must develop strategies to keep talent engaged, empowered, and prepared for the future.
Organizational success starts with people, always. Build the relationship with your team first, and the results will follow.
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