How managers can improve in-person feedback

AS return-to-office policies take hold and fully flexible work arrangements decline, employees are re-adapting to in-person interactions. One of the biggest challenges is proving to be giving and receiving constructive feedback.

- LAURENT VALOSEK, JEREMY BLITZ-JONES

Unlike praise, constructive feedback highlights areas for improvement - and is therefore a critical driver of individual and organisational success. However, it is one that many find difficult. Whether remote or in-person, various factors such as overestimating negative consequences or fearing relationship fallout often make both giving and receiving feedback feel like high-stakes interactions.

While virtual feedback has its own challenges - including limited non-verbal cues, potential misinterpretation and technological barriers - the shift back to in-person conversations introduces new complexities. Body language, tone and the immediacy of face-to-face exchanges add layers of nuance that leaders may feel less practised in navigating.

Now more than ever, leaders and teams must navigate feedback thoughtfully. Here's how to make in-person feedback a tool for growth; ensuring it strengthens rather than strains workplace relationships:

Right mindset

Before giving constructive feedback, you need to first get into the right headspace. The goal is to help the other person grow, not to vent frustration, prove a point or put someone in their place. If emotions are running high, step back.