Let’s face it, it can be hard to give or receive criticism no matter how it is delivered. But getting comfortable with offering and receiving practical, constructive criticism is fundamental to our professional development.
When presented correctly, it can be a helpful tool for leaders and peers to help each other deliver better results, find motivation, and strengthen relationships.
So how can you learn to take criticism well and get better at delivering it to others?
In this article, we'll discuss the art of constructive criticism. We’ll break down what it is, how it compares to destructive criticism, practical strategies to give and receive it well, and what to avoid in both cases.
Unlike deconstructive or negative criticism, constructive criticism builds trust and provides an opportunity for both parties to grow. Two key elements of constructive criticism’s success are context and actionable advice.
This kind of feedback gives the recipient context around their areas of improvement, which is crucial for understanding why the feedback is being offered.
But there is more to effective negative feedback than expressing a negative in a positive light. The key to success is to make your feedback sound encouraging and to keep the other person’s perspective in mind.
How to give constructive feedback
1. Offer a "feedback sandwich"
This popular method of giving constructive criticism is often used in Toastmasters and the corporate environment.
The “feedback sandwich” got its name because of its structure. You wedge your criticism between an opening and an ending (like a burger wedged between two buns) using the PIP analogy, which stands for Positive-Improvement-Positive.
With PIP, you can break down your feedback into three segments.
Example:
“I liked the depth of content you covered in your presentation. However, you can improve the design and color palette of your slides. The ones you used were a bit hard to process and didn’t do justice to your content.
Having said that, I really like the overall flow and feel of it. With a few tweaks in the areas I’ve mentioned, I think you have a winner. Please reach out to the design team for some tips, and they will help you take things to the next level. I’m excited to see the end product!”
Segment 1: Open with positive feedback
Start by focusing on the recipient’s strengths and highlight what you like about what they have done.
Example: “I liked the depth of content you covered in your presentation.”
Segment 2: Sandwich the area of improvement in the middle
Provide the criticism by focusing on what they need to improve on.
Example: “However you can improve the design and color palette of your slides. The ones you used were a bit hard to process and didn’t do justice to your content.”
Segment 3: End on a positive note
Finally, round off the feedback with an encouraging comment that reiterates the positive statement you made at the start. Also, highlight the positive results they can expect if they accept your critique as it helps build trust and confidence.
Example: “Having said that, I really like the overall flow and feel of it. With a few tweaks in the areas I’ve mentioned, I think you have a winner. Please reach out to the design team for some tips, and they will help you take things to the next level. I’m excited to see the end product!”
2. Be specific with your feedback
The more specific and detailed your feedback is, the more actionable it will be. Do not make vague, blanket statements. Instead, list out objections or behavior changes you want to see in detail. This step makes it easier for the other person to address and change things.
Here is an example of vague vs. specific feedback:
- Vague Criticism: “Hi Julie, I wish you would start writing some articles on marketing.”
- Specific criticism: “Hi Julie, I would love for you to write a marketing article on how to identify and communicate with your target audience. Please let me know when you start and if you need any further suggestions.”
The vague comment is very broad and confusing because marketing is a very general topic. In contrast, the specific comment provides clarity and makes the task more actionable because it is so precise.
Using this approach provides employees and peers clarity. The better they understand the request, the less uncertain or anxious they will feel about the job and how they should complete it.
3. Give recommendations for ways to improve
The main reason for giving feedback is to help the person improve. Remember, good feedback is a gift!
Giving recommendations on what the person can do to improve has a range of benefits, including the following:
- A better understanding of you and your expectations
- The ability to align on expectations
- It provides a powerful call to action, giving the receiver a plan of action
It will also help them act on what you have discussed rather than procrastinate.
Example:
- Weak recommendation: “The presentation is too long. Make it shorter.”
- Strong recommendation: “The presentation can easily be reduced from 30 minutes to 20 minutes if you limit one example to each point. This will make it more concise and impactful. At the moment, you have two to three examples per point which detracts from the main message.”
The first recommendation is not very helpful because it lacks clarity and specificity. The second example is better because it is very specific and demonstrates your point of view to the person by explaining your rationale.
4. Avoid making assumptions
Give recommendations only when you know the facts about that specific topic or person. Avoid any temptation to jump to conclusions and observe instead.
Wrong assumptions can come across as personal attacks, and they can cause distress in the workplace.
Example:
- Criticism: “The presenter was a bit hesitant, and the session didn’t really flow.”
- Assumption: “The presenter doesn’t have any workshop experience.”
This assumption is not necessarily true. Experienced presenters can be nervous when facilitating workshops, especially when presenting in a new environment and to a new audience.
For example, assuming that someone is inexperienced just because they appear slightly hesitant can hurt morale and reduce psychological security in the workplace.
It is also counter-productive as the feedback recipient would likely discount any criticism that followed even if it was accurate.
10 tips for giving constructive criticism
- Focus on observable actions or behaviors rather than identity, personality, or motivations.
- Consider giving real-time criticism. Feedback is more effective when given promptly and while the events are still fresh in everyone’s minds. You don’t always have to wait for your next one-on-one meeting or 360-review cycle.
- Keep timing in mind. If you or the recipient is coming out of a heated discussion, for instance, wait until the dust settles to keep the conversation constructive.
- Be mindful of emotions. It is beneficial to give feedback when the other person is ready to hear it. Avoid offering feedback when the person is not able to hear potentially unpleasant news.
- Avoid workplace gossip. Workplace gossip is detrimental to everyone. It erodes trust at all levels. Keep all feedback between yourself and the recipient, and ensure that they are the first to know.
- Focus on the situation, not the person. Good constructive criticism should focus on the behavior you want to see more of rather than what you observed and did not like.
- Use the “l” language technique (I think, I suggest, etc.). This tactic helps the feedback recipient understand that the criticism is about the situation and not about them as a person. It also confirms your point of view and lets the recipient know how you see the situation.
- Focus more on objective points rather than subjective opinions. Rather than saying “I don’t like it,” state the specific things you do not like (e.g., the purple lettering on a yellow background made my eyes hurt).
- Break your feedback down into key points or themes for better clarity before sharing it point by point. Refrain from giving your feedback in one big chunk.
- Give specific examples for each feedback point. Point out one or two exact situations where the person has displayed the behaviors you want them to change. This helps to (a) illustrate what you mean and (b) raise the person’s awareness of behavioral patterns that they may not realize.
