Hard Feedback, Clear Next Steps

Prepare the Facts, Not the Verdict

Before giving difficult feedback, identify the specific behaviour, when it occurred and what effect it had. Separate what you observed from what you inferred. A missed handover is discussable; declaring someone careless turns a work issue into a verdict about identity. Check the expected standard and whether it was communicated clearly. Consider your own contribution, including conflicting instructions or missing resources. Choose a private setting and enough time for a real response. Where misconduct, discrimination or formal performance procedures are involved, follow organisational policy and seek appropriate support rather than improvising an informal substitute.

Say the Difficult Part Plainly

State the issue early, with calm language and a concrete example. Explain why it matters without exaggeration or a stack of unrelated complaints. Then ask for the other person’s perspective and listen closely enough to change your understanding. Context may reveal a misunderstanding, a skills gap or a constraint you did not know about; it does not automatically remove accountability. Avoid pretending every issue is merely a question if a requirement is non-negotiable. Equally, do not hide a serious concern inside so much praise that the person leaves unsure whether anything needs to change.

• Address one coherent issue at a time.
• Describe impact without claiming to know intention.
• Distinguish required standards from personal preferences.

Make Improvement Observable

Agree on what should happen differently, how progress will be recognised and when you will review it. Include practical support such as clearer priorities, training or a revised handover process. Ask the person to summarise the plan in their own words so misunderstandings surface before the meeting ends. Document proportionately and according to policy, especially when the issue is part of a formal process. If the conversation becomes heated, pause and arrange a specific time to continue rather than forcing agreement. Follow through on your own commitments; demanding change while withholding promised support makes the standard harder to trust.

Clarity is kinder than leaving someone to guess the standard.