Feedback

Recently, Tim Walker posted a weblog essay on how to give unsolicited feedback.

It’s easier when you’re the boss, because you have a presumptive right to give feedback at any time to those below you. You should be home free if you show a little savvy by (a) pairing the criticism with a dose of praise, (b) offering it in private, and (c) making the criticism about a task or a skill instead of about the person. (E.g. “I really like what you’re doing with this project . . . but I think this presentation might have been clearer if . . .”)

-- How do you give unsolicited feedback?, August 22nd, 2008, www.hooversbiz.com

As he often does, Tim asked for comments (feedback) on the essay:

But what about other situations? What about all the other people you interact with in the course of your work? How can you use your insights, skills, base of knowledge, and so on to offer honest help to someone you know could use it?

I don’t have the answers to this one, despite having faced this situation any number of times in my career. So please share your own wisdom — I’m all ears.

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