Providing Development-Oriented Feedback
Constructive Feedback: Examples & Phrasing
Learn through concrete examples how to formulate constructive feedback as a leader in a way that leads to sustainable behavioral change. Featuring annotated dialogue examples and proven methods.
Additional Types of Feedback
Discover our other feedback examples as well.
Positive Feedback
Effectively express praise and recognition – with examples of authentic appreciation.
Critical Feedback
Constructively Formulating Criticism – Examples for Challenging Conversations Without Demotivating
All feedback examples
Back to the overview of all feedback types and examples for leaders.
Providing Constructive Feedback Effectively
Constructive feedback aims at development and improvement. These do's and don'ts will help you frame your feedback in a way that motivates rather than frustrates.
Recommended Strategies
Proven approaches for effective leadership
Formulating with a Future Focus
Instead of saying "That was wrong," you say, "Next time, you could..." – the focus is on improvement, not on the mistake.
Showcasing Development Potential
Show specifically how your employee can improve: "With a bit more preparation for customer questions, the presentation would have been even more convincing."
Developing solutions together
Ask: "What do you need to do it differently next time?" – this way, your employee becomes part of the solution rather than just receiving a directive.
Leverage strengths as a starting point.
Build on existing strengths: "Your analytical skills are strong – showcasing them in your presentation will enhance your persuasiveness even further."
Establish concrete next steps.
Conclude the conversation with a clear agreement: "Let's check in two weeks to see how the new approach is working."
Offer support
Show that you contribute to development: "I can gladly show you how I approach such situations" or "Do you need training for that?"
Pitfalls to Avoid
Common pitfalls and how to avoid them
Focus solely on errors.
Constructive feedback without a developmental perspective is merely criticism. If you only point out what was wrong, you provide no guidance for improvement.
Stay vague with improvement suggestions.
"'You need to communicate better' helps no one. Be specific: 'For the next project update, you could send the three key points in advance via email.'"
Setting Unrealistic Expectations
Don't expect immediate perfection. Behavioral change takes time—set achievable milestones instead of focusing solely on the ultimate goal.
Conduct the conversation as a monologue.
Constructive feedback is a dialogue. If you only speak and don’t ask questions, you miss out on important insights regarding obstacles and perspectives.
Stay without follow-up.
A constructive conversation without follow-up loses its impact. If you don’t ask for clarification, it signals: 'It probably wasn’t that important after all.'
Make comparisons with colleagues.
"Look at how Lisa does it" can be demotivating and create competitive pressure. Each employee develops at their own pace.
Constructive Feedback: Practical Examples
This is how experienced leaders formulate development-oriented feedback – with annotated dialogues.

Addressing Burnout Signs - Avoidance Instead of Leadership
Illustrates how a leader fails through avoidance behavior and lack of clarity in critical conversations. Demonstrates the negative consequences of conflict avoidance in serious employee issues.
- When signs of burnout appear, directness is more important than politeness - health comes first
- Leaders should not apologize for legitimate concerns

Overlooking Burnout Warning Signs and Responding Incorrectly
Illustrates how a leader fails when faced with obvious burnout symptoms: ignoring warning signs, shifting responsibility onto the employee, and offering no concrete solutions.
- Never ignore or normalize burnout warning signs (late emails, weekend work)
- Develop concrete solutions for overload instead of shifting responsibility onto employees
Confrontation Without Empathy and Structure
A leader makes the mistake of addressing a sensitive issue without preparation, quickly becomes emotional, and loses control of the conversation, leading to an escalation.
- Difficult conversations require concrete preparation and a structured approach.
- Vague feedback like 'be nicer' is worthless - specify examples and behaviors.

Enforcing Home Office Boundaries Without Clear Consequences
Illustrates how a conflict-averse leader yields to rule violations, thereby exacerbating the problem. Demonstrates a lack of clarity and assertiveness.
- Leaders must argue with concrete data and examples, not vague sentiments
- Do not immediately concede or downplay the issue when faced with legitimate concerns

Conflict Avoider Fails in Consistent Leadership
Illustrates how a leader's excessive leniency and lack of clarity fail to resolve critical issues. Demonstrates the negative consequences of conflict avoidance in employee management.
- Conflict avoidance leads to problems being exacerbated rather than resolved
- Vague communication and constant appeasement undermine leadership authority

Addressing Discriminatory Remarks
Demonstrates how a leader fails due to a lack of clarity and conflict avoidance in handling serious discrimination allegations, thereby exacerbating the issue.
- Discriminatory remarks must be clearly identified and not downplayed as 'misunderstandings.'
- Apologizing for necessary conversations undermines your authority.

Leadership through Avoidance and the Pursuit of Harmony
Demonstrates how a leader, by being overly considerate and avoiding conflict, misses important development opportunities and exacerbates problems instead of solving them.
- Avoiding conflict doesn't solve problems; it only intensifies them in the long run.
- Leaders must remain steadfast in the face of resistance and consistently pursue important issues.
Unrealistic Scheduling Due to Conflict Avoidance
An executive avoids difficult conversations and leaves chronic planning issues unresolved, causing the entire team to suffer. This example illustrates how conflict avoidance can lead to bigger problems.
- Problems need to be addressed clearly and directly, not through vague hints.
- Apologizing for legitimate leadership concerns undermines your authority.

Burnout Prevention for High Performers with Sophie Müller
A conflict-averse leadership style leads to superficial handling of serious warning signs and misses the opportunity for genuine support.
- Avoiding conflict leads to superficial conversations without genuine problem-solving.
- Warning signs should not be downplayed, even if they are inconvenient.
What distinguishes constructive feedback from criticism.
Constructive feedback is more than politely packaged criticism; it is a form of communication focused on development and growth, making it one of the most effective leadership tools available. The key difference is that while criticism points to past mistakes, constructive feedback paves the way to a better future.
The Goal: Sustainable Behavior Change
Constructive feedback has a clear objective: your employee should not only understand what needs to change but also feel motivated to implement that change. This is only possible if the feedback is perceived not as an attack but as genuine support for personal development. People change their behavior sustainably only when they recognize the benefits of the change and feel supported in the process.
The Art of Balance
Effective constructive feedback strikes a balance between honesty and appreciation. You must clearly identify what is not working optimally without sugarcoating it. At the same time, your employee should leave the conversation feeling that you believe in them and trust their ability to improve. Achieving this balance is challenging and requires practice. The examples on this page illustrate how experienced leaders find this balance in various situations.
Why the Sandwich Method Doesn't Work
Many leaders learn the sandwich method: wrapping criticism between two positive statements. The problem is that employees quickly see through this pattern. Once the praise is given at the beginning, they are already internally bracing for the 'but.' The result is that neither the praise nor the criticism is taken seriously. It is more effective to clearly separate positive feedback, allowing it to stand on its own, and to treat constructive discussions for what they are: developmental conversations.
Development Requires Relationship
Constructive feedback only works on the foundation of a trusting relationship. If your employee does not believe that you have their best interests at heart, even the best-formulated feedback will be perceived as criticism. Therefore, continuously invest in your relationship with team members through regular conversations, genuine interest in their development, and authentic recognition of their achievements. This way, even difficult feedback will be accepted for what it is: an opportunity for growth.
Frequently Asked Questions about Constructive Feedback
Answers to the key questions for development-oriented employee discussions.
What is the difference between constructive feedback and criticism?
How do I formulate constructive feedback using the SBI method?
How can I prevent constructive feedback from being perceived as criticism?
When is the right time for constructive feedback?
How do I handle resistance to constructive feedback?
How often should I provide constructive feedback?
How do I formulate specific improvement suggestions?
What should I do if nothing changes despite constructive feedback?
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