Overview
Feedback fails when it feels like a personal attack or is too vague to act on. Good feedback is specific, non-judgemental, and focused on behaviour rather than character.
This guide gives you a reliable structure.
The steps
Use a clear structure
Anchor feedback with Situation-Behavior-Impact: name the moment, the observable action, and its effect — without guessing at motives.
Assume good intent
Apply Hanlon's razor: treat mistakes as carelessness or oversight, not malice, and your tone stays constructive.
Separate observation from story
Use the ladder of inference to check you're reacting to what happened, not to a story you've built about it.
Make it a conversation
Deliver your point, then genuinely listen — feedback opens a dialogue, it isn't a verdict.
Key takeaways
- Describe behaviour and impact, not character or motive.
- Assume good intent to keep your tone constructive.
- Feedback is a conversation, not a verdict.
- Lead with the point so it isn't lost.
Frequently asked questions
Why avoid talking about someone's intent?
Because you can't observe intent — guessing at it invites argument. Stick to the observable behaviour and its real impact.
Does this work for praise too?
Yes — the same structure makes praise specific and credible: name the situation, the behaviour, and the good it produced.