Be specific. If your feedback is general or unclear, your message can be misinterpreted, ignored, and no improvement could occur.

Speak for yourself. Offer comments from your own experience or point of view. Avoid saying, “Everyone thinks…” or “People are saying..” Instead, say, “I saw…” or “I am concerned…”

Be sincere. Tell the team member how a specific action of theirs makes you feel.

Emphasize how actions affect the team. Too often team members don’t realize how their actions and behaviors affect others. A leader is responsible for explaining to the person causing the disruption the impact of that person’s actions on others.

Use the “I” technique. When speaking to someone, avoid saying “you.” This can put the team member on the defensive. Instead, focus on yourself. Say, for example, “When I see… I am disappointed.”

End on a positive note. Conclude the feedback discussion with a statement of appreciation or praise. Express confidence in the team member. Say, for example, “You’ve been a member of this club for many years. I value your contributions and know you want what is best for this club.”

Recognize improvement. Observe the team member’s performance after the feedback session. If improvement occurs, be sure to praise the team member. If improvement doesn’t occur, offer feedback again or coach the person.
Remember to address issues in private. Doing so in front of others can embarrass or humiliate that person and make others uncomfortable.