Giving & Receiving Feedback in the Workplace

Tuesday afternoon. Grace runs dispatch and hates delays. Today she skipped a final quality sign-off to get a truck moving. Layla has to address it.

The praise sandwich is right there. It is comfortable, it is what most people were taught, and it is the reason the message does not survive the conversation.

Three meters move. Trust — how safe the team feels being corrected by you, and telling you the truth. Clarity — how clearly your feedback names the real behavior and its effect. Defensiveness — how much heat and self-protection is in the room. The course also turns the chair around: taking feedback badly is a separate skill from giving it, and it is the one more careers stall on.

What learners take away

- Opening with the specific fact and its effect — not a cushion of praise, not a label on the person

- Checking whether the behaviour was actually in the person's control before correcting it

- Asking for feedback with a specific question, rather than a broad one or one fishing for approval

- Giving praise that names the exact action and its impact, not empty cheerleading

- Taking feedback without defensiveness: listen, restate the main point, ask for an example