Find out why negative feedback is necessary for success, and how you can make it a win-win scenario every time.

1. HOW TO
GIVE FEEDBACK
WHEN SOMEBODY’S
WRONG

2. DO YOU DREAD GIVING
NEGATIVE/CORRECTIVE/
CONSTRUCTIVE FEEDBACK?

3. DO YOU DREAD GIVING
NEGATIVE/CORRECTIVE/
CONSTRUCTIVE FEEDBACK?
Here’s how to ensure it’s a win-win for both of you.

4. FIRSTLY,
CLEAR YOUR
CONSCIENCE
Understand it’s okay to give
negative feedback.
1

5. A Gallup Inc. study found that
employees who receive negative
feedback from their managers are
20 times more likely to be engaged at
work than their co-workers who are
receiving little to no feedback.
DID YOU KNOW
1 • CLEAR YOUR CONSCIENCE

6. 1 • CLEAR YOUR CONSCIENCE
TAKE IT FROM BILL:
We all need people who will give us
feedback. That’s how we improve.
-BILL GATES

7. 1 • CLEAR YOUR CONSCIENCE
TAKE IT FROM BILL:
We all need people who will give us
feedback. That’s how we improve.
-BILL GATES
OR FROM STEVE
IF YOU WISH:
My job is not to be easy on people.
My job is to make them better.
-STEVE JOBS

8. AND IF YOU’RE STILL
NOT CONVINCED...
...in the Harvard Business Review, a survey
of 900 global employees found that 57%
of respondents prefer corrective feedback
to praise and recognition.
1 • CLEAR YOUR CONSCIENCE1 • CLEAR YOUR CONSCIENCE

9. 1 • CLEAR YOUR CONSCIENCE
Feedback is the breakfast of champions.
- AUTHOR AND MANAGEMENT EXPERT,
KEN BLANCHARD
1 • CLEAR YOUR CONSCIENCE

10. 1 • CLEAR YOUR CONSCIENCE
Feedback is the breakfast of champions.
- AUTHOR AND MANAGEMENT EXPERT,
KEN BLANCHARD
YOU JUST NEED TO SERVE IT RIGHT.
1 • CLEAR YOUR CONSCIENCE

11. THESE INGREDIENTS ARE OUT:
1 • CLEAR YOUR CONSCIENCE

12. THESE INGREDIENTS ARE OUT:
• Assigning blame
• Sugarcoating
• Beating around the bush
• Passive-aggression
• Sarcasm
• Indirect threats
• “I’m right, you’re wrong”
• One-way conversations
• Character assassinations
1 • CLEAR YOUR CONSCIENCE

13. THESE INGREDIENTS ARE IN:
1 • CLEAR YOUR CONSCIENCE

14. THESE INGREDIENTS ARE IN:
• Honest
• Straightforward
• Immediate
1 • CLEAR YOUR CONSCIENCE

15. Criticism may not be agreeable,
but it is necessary. It fulfils the same
function as pain in the human
body. It calls attention
to an unhealthy state of things.
– WINSTON CHURCHILL

16. PICK THE RIGHT
CHANNEL
Use the channel that’ll give you
maximum room for honesty,
and minimum room
for misunderstandings.
2

17. WHAT NOT TO USE:
Email
2 • PICK THE RIGHT CHANNEL

18. WHAT NOT TO USE:
Email Phone
2 • PICK THE RIGHT CHANNEL

19. WHAT NOT TO USE:
Words can be misconstrued, and the message
can easily be received in a negative way.
Email Phone Social Media
2 • PICK THE RIGHT CHANNEL

20. TO ENSURE A POSITIVE
OUTCOME, GO SOMEWHERE
PRIVATE AND TALK TO THEM
FACE-TO-FACE.

21. THROW THE OLD
SANDWICH AWAY
It will do more harm than good.
3

22. POSITIVE FEEDBACK
3 • THROW THE OLD SANDWICH AWAY

23. POSITIVE FEEDBACK
NEGATIVE FEEDBACK
3 • THROW THE OLD SANDWICH AWAY

24. POSITIVE FEEDBACK
NEGATIVE FEEDBACK
POSITIVE FEEDBACK
3 • THROW THE OLD SANDWICH AWAY

25. THE SANDWICH TECHNIQUE:
“Thanks for getting that article back to me
on time. Unfortunately the whole thing
was wrong and you’ll have to start over.
But you have been doing so well this week
and I’m really proud of you. “
3 • THROW THE OLD SANDWICH AWAY

26. THE SANDWICH TECHNIQUE:
“Thanks for getting that article back to me
on time. Unfortunately the whole thing
was wrong and you’ll have to start over.
But you have been doing so well this week
and I’m really proud of you. “
Rather get straight to the point
3 • THROW THE OLD SANDWICH AWAY

27. TOO MANY PEOPLE SEE
THROUGH THE “SANDWICH”
NOW. IT MAKES YOU SOUND
INSINCERE, AND DILUTES
THE MESSAGE.

28. GIVE THEM AN SBI
Use the Situation Behaviour
Impact Technique.
4

29. SITUATION
Put the feedback into context by telling them
where and when the situation occurred.
4 • GIVE THEM AN SBI

30. SITUATION
Put the feedback into context by telling them
where and when the situation occurred.
Yesterday afternoon, when we were having
our weekly meeting…
4 • GIVE THEM AN SBI

31. BEHAVIOUR
Describe the specific behaviour that took place.
4 • GIVE THEM AN SBI

32. BEHAVIOUR
Describe the specific behaviour that took place.
...I noticed you struggled to find your notes,
and came ten minutes late.
4 • GIVE THEM AN SBI

33. BEHAVIOUR
Describe the specific behaviour that took place.
...I noticed you struggled to find your notes,
and came ten minutes late.
Always focus on the behaviour
never the person. This keeps things
from getting personal.
TIP
4 • GIVE THEM AN SBI

34. IMPACT
Use “I” statements to describe how their
behaviour has affected you or the team.
4 • GIVE THEM AN SBI

35. IMPACT
Use “I” statements to describe how their
behaviour has affected you or the team.
I felt embarrassed because the entire board
was there. I’m concerned this has impacted
the team’s reputation.
4 • GIVE THEM AN SBI

36. IMPACT
Use “I” statements to describe how their
behaviour has affected you or the team.
I felt embarrassed because the entire board
was there. I’m concerned this has impacted
the team’s reputation.
Don’t hide behind “we” statements.
Always speak from your point of view.
This keeps it honest.
TIP
4 • GIVE THEM AN SBI

37. Negative feedback can make
us bitter or better.
– ROBIN SHARMA

38. STICK TO
THE FACTS
COGNITION > EMOTION
Don’t let your sentiments derail
the conversation. Stay objective by
backing your feedback with facts.
5

39. DONT SAY:
“Your bad behaviour is getting
on everybody’s nerves!”
5 • STICK TO THE FACTS

40. RATHER SAY:DONT SAY:
“Your bad behaviour is getting
on everybody’s nerves!”
“Over the past two days, I’ve
received five complaints about
you sleeping at your desk.”
5 • STICK TO THE FACTS

41. Raise your words,not your voice.
It is the rain that grows flowers,
not thunder.
– RUMI

42. USE THE MAGICAL
PHRASE
Understand that every word you
weave into your feedback can have
a powerful effect.
6

43. A team of psychologists from Yale,
Columbia, Stanford, and elsewhere,
found that this simple phrase makes
feedback 40% more effective:
“I’m giving you these comments because
I have very high expectations and I know
that you can reach them.”
DID YOU KNOW
6 • USE THE MAGICAL PHRASE

44. IT WORKS BECAUSE IT SIGNALS TO THEM:
They’re part
of a team
1 2 3
6 • USE THE MAGICAL PHRASE

45. IT WORKS BECAUSE IT SIGNALS TO THEM:
They’re part
of a team
There are high
standards
1 2 3
6 • USE THE MAGICAL PHRASE

46. IT WORKS BECAUSE IT SIGNALS TO THEM:
They’re part
of a team
There are high
standards
You believe
they can reach
those standards
1 2 3
6 • USE THE MAGICAL PHRASE

47. It has long been an axiom of mine
that the little things are infinitely
the most important.
– ARTHUR CONAN DOYLE

48. OFFER A CLEAR
SOLUTION
Leave them with specific
directions as to how they can
rectify their behaviour.
7

49. DONT SAY:
“Don’t ever do that again.”
7 • OFFER A CLEAR SOLUTION

50. DONT SAY:
“Don’t ever do that again.”
RATHER SAY:
"I want you to follow the
guidelines word for word
in future."
7 • OFFER A CLEAR SOLUTION

51. Problem talk creates problems.
Solutions talk creates solutions.
– AUTHOR AND PSYCHOTHERAPIST, STEVE DE SHAZER

52. FINALLY, LEVEL
THE PLAYING
FIELD
Mastering feedback isn’t just
about giving it.
8

53. Forbes found that employees are 74%
more engaged when their managers ask
for feedback on their performance.
DID YOU KNOW
8 • FINALLY, LEVEL THE PLAYING FIELD

54. IF YOU REALLY WANT TO
GROW A FEEDBACK CULTURE,
LEAD BY EXAMPLE,
AND INVITE IT.

55. WHAT ELSE DO YOU
WANT TO LEARN TODAY?

56. www.getsmarter.ac
IMPROVING LIVES THROUGH
BETTER EDUCATION