Instead of thinking about how to give feedback, what feedback to give, or when to give it; consider engaging in your team’s work.
When team members first join my team, they typically ask how I handle feedback. I typically answer, I don’t give feedback. I get a puzzled look.
Many managers, perhaps you, engage with their teams by sharing their feedback on their work. They will offer balanced critique of what they like and then offer areas for improvement. Skilled managers help their teams grow by engaging in their development. That method works, but it positions the manager (in my opinion) more like a professor vs a fan.
I share that I am their biggest fan. And as their biggest fan I want to engage with them in their work. I want to help them strategize, be a second pair of eyes as they make interpretations of data, and be their negotiating sparring partner. I share that I’m happy to play the role of editor if they need. When they’re ready to pitch, I often ask if I can play the customer so that I can give them ideas at the end that will help them prepare. After their pitch, I’ll ask how it went — what did they expect to happen, what happened, and what learnings can we pull forward for the next pitch.
In that process I shared, where is the feedback? Where is the point where I ask, “may I share feedback?”
People want to tell themselves a story about themselves. In that story, they are doing work that matters. The best way to show someone that their work matters is to engage as a fan.
Talent Revolution 