Giving feedback: models, examples, and tips for managers

You have just attended a presentation by a colleague. It went reasonably well, but there were clear areas for improvement. The question is: do you say something about it? And if so, how do you handle it without damaging the relationship? For many managers, giving feedback is one of the most difficult parts of their role. Yet, it is one of the most important.

Good feedback fosters growth, strengthens collaboration, and prevents minor annoyances from escalating into major problems. Bad feedback (or avoiding it) leads to frustration, lack of clarity, and stagnation. In this article, you will learn how to give feedback effectively, which models you can use, and how to build a feedback culture in your team.

What is giving feedback?

Giving feedback means providing someone with information about their behavior, performance, or results, with the aim of confirming what is going well or encouraging improvement. The word says it all: it is backfeeding. You hold up a mirror to someone.

The distinction between feedback and criticism is important. Criticism focuses on what is wrong and often elicits a defensive reaction. Feedback focuses on behavior and effect, and opens a conversation about improvement. The difference lies not only in the message, but also in the intention. You give feedback out of genuine concern for the other person, not to express your own frustration.

Feedback works both ways. As a leader, you give feedback to your team, but you also receive it. The best managers are those who actively ask for feedback on their own performance. That requires vulnerability, but it yields trust and respect.

Why giving feedback is so important

Without feedback, people work in a vacuum. They do not know if they are on the right track, what could be improved, or what their strengths are. This leads to insecurity for some and blind spots for others.

Regular feedback has demonstrable benefits. Employees who regularly receive constructive feedback perform better, are more engaged, and are less likely to leave. Teams with an open feedback culture solve problems faster and collaborate more effectively.

For managers, giving feedback is also a tool for coaching leadershipBy providing targeted feedback, you help employees grow without having to demonstrate everything yourself. You make adjustments where necessary and acknowledge what is going well.

The 4G feedback model

One of the most widely used feedback models in the Netherlands is the 4G model. The four Gs stand for Behavior, Feeling, Consequence, and Desired. This model helps you formulate feedback in a structured and respectful manner.

Behavior. Start by describing the concrete behavior you observed. Be as specific as possible. Not: “You are always late.” But rather: “You were more than ten minutes late for three out of five meetings this week.”

Feeling. Describe what feeling that behavior evokes in you. This makes the feedback personal and less confrontational. “That worries me, because it gives the impression that you do not consider the meetings important.”

Consequence. Explain the consequence of the behavior. “The meeting runs over because of this, and colleagues have to wait. That costs the team fifteen minutes every time.”

Desired. Indicate what behavior you would like to see in the future. “I would appreciate it if you were on time, or let me know if you are going to be late so we can start.”

The 4G model works well because it makes feedback objective. You address someone based on behavior (what you have seen), not on personality (what you think about who someone is).

The SBI model (Situation, Behavior, Impact)

The SBI model is the international variant of the 4G model and is widely used in multinational organizations. It works in three steps.

Situation. Describe the situation in which the behavior occurred. “During the client presentation last Tuesday…”

Behavior. Describe the specific behavior. “…you interrupted the customer twice when he wanted to explain his objections.”

impact. Describe the effect. “The customer seemed irritated and then withdrew from the conversation. We were unable to close the deal.”

The advantage of SBI is clarity. By specifically naming the situation, the recipient can pinpoint exactly what is involved. This prevents discussion about the facts and creates space for a conversation about improvement.

The feedback sandwich: does it really work?

The feedback sandwich is probably the best-known feedback technique: you start with a compliment, then state the point for improvement, and conclude with something positive again. The idea behind it is that the negative lands better when wrapped in positive messages.

In practice, the sandwich approach works less well than is often thought. Experienced employees see right through it. They hear the compliment and think: “Here comes the catch, now comes the 'but'.” The positive feels insincere, and the point for improvement loses its impact.

A better approach is to provide positive feedback and points for improvement separately. Give compliments regularly when things go well (not just as an introduction to criticism). And provide points for improvement directly and respectfully, without sugarcoating them. Your employees appreciate that honesty more than a rehearsed sandwich.

Feedforward: the future-oriented variant

Whereas feedback focuses on the past (what has happened), feedforward focuses on the future (what can be improved). Instead of discussing what went wrong, you discuss how someone can approach it next time.

An example. Feedback: “Your presentation was messy and you lacked a common thread.” Feedforward: “For your next presentation, I would recommend starting with a clear structure. First, develop your three main points and build the rest around them.”

For many people, feedforward feels less threatening than feedback. It focuses energy on improvement rather than defense. Read more about this approach in our article on feedforward as an alternative to feedback.

Giving feedback in practice: five examples

Example 1: an employee who misses deadlines

I notice that the last three reports were submitted after the deadline. That puts me in a difficult position, because I have to forward them to the board. I am worried that this is becoming a pattern. Can we look at what is going on together and how we can resolve this?

Example 2: positive feedback on a presentation

Your presentation to the client yesterday was strong. I was particularly struck by the way you handled their objections. You remained calm, asked good questions, and came up with a solution they accepted immediately. That made the difference in securing this contract.

Example 3: a colleague who drowns out others in meetings

I have noticed in the last three team meetings that you often speak before others have finished their point. I understand that you are enthusiastic, but the effect is that some team members withdraw. Could you try to consciously leave space for others before you respond?

Example 4: a team member showing significant growth

“Three months ago, we discussed that you needed to speak up more in meetings. I see a clear difference. In yesterday’s meeting, you took the initiative to discuss the problem with the supplier and you had a concrete proposal ready. I want to mention that development, because that is exactly what we were talking about.”

Example 5: Feedback to your supervisor

I’ve noticed that our weekly one-on-one meetings have often been rescheduled or cancelled over the past few months. I understand that your schedule is full, but I miss the opportunity to discuss matters. Can we agree on a fixed time that works for both of us?

Common mistakes when giving feedback

Waiting too long. Feedback works best when it is timely. A conversation about something that happened three months ago feels like an ambush. Give feedback as soon as possible after the event.

Giving feedback in public. Positive feedback may be given publicly. Always discuss areas for improvement in private. No one likes being corrected in front of colleagues.

Generalize. Words like “always” and “never” make feedback unbelievable and provoke resistance. Stick to concrete examples and specific situations.

Talking about the person instead of the behavior. “You are unreliable” is a judgment. “You haven’t kept your appointments the last three times” is an observation. The first puts the other person on the defensive, the second opens a conversation.

Only giving negative feedback. If your employees only hear from you when something goes wrong, motivation dies. Recognition for good work is at least as important as correcting errors.

Building a feedback culture in your team

Giving feedback is not only an individual skill, it is also a team matter. In a team with a strong feedback culture, team members give each other feedback without the manager always having to be present. Problems are identified and solved more quickly.

This is how you build a feedback culture:

Start with yourself. Actively ask for feedback on your own performance. By doing so, you show that feedback is normal and not a sign of weakness. Respond openly to what you hear, even if it is uncomfortable.

Make it structural. Schedule regular feedback moments, for example as a fixed part of the weekly team meeting or in monthly one-on-ones. When feedback becomes a habit, it feels less loaded.

Create safety. Feedback thrives only in an environment where people feel safe. That means: no repercussions for honest opinions, respect for each other's perspectives, and room for mistakes.

Train the team. Not everyone is naturally good at giving feedback. communication training helps the team develop feedback skills and find a common language.

Giving feedback and communication styles

The way someone receives feedback is strongly linked to their communication style. A directive personality wants short, concrete feedback without beating around the bush. A relationship-oriented colleague needs a safe context and appreciation before discussing an area for improvement.

As a manager, it helps to adapt your feedback style to the recipient. Not to water down the message, but to ensure that it actually lands. Feedback that is well-intentioned but poorly aligns with the other person's communication style rarely achieves the desired effect.

Develop your feedback skills

Giving feedback is a skill you can train and improve. At Kenneth Smit, we offer communication training in which you practice giving and receiving feedback in realistic situations. You learn which model suits you, how to deal with resistance, and how to build a feedback culture in your team.

For managers who their management skills If they want to develop more broadly, we offer training courses in which giving feedback is a standard component. From conversation techniques to conflict managementYou are building a complete set of communication skills.

View our training offer or contact us for a no-obligation consultation.

Frequently asked questions about giving feedback