Here's how you can deliver impactful feedback and performance evaluations as a leader.

In order to provide feedback, one should be familiar with how the process is carried out and the details of the activity implementation and the factors involved in it. These factors can be situational, environmental, personal and unforeseen factors. What is expected from a leader in feedback is not necessarily to express the problems or advantages of the work done. I think that the feedback process can include: understanding the person who did the work, paying attention to his personality, using his strengths to overcome his weaknesses, keeping the feedback motivated and inspiring.

Preparing thoroughly also involves considering the individual's strengths and achievements, not just areas for improvement. Additionally, anticipate potential reactions and plan how to address them with empathy and support, ensuring a constructive and respectful dialogue that promotes growth and development.

Setting expectations needs to also happen regularly. Things change, priorities change, but what is expected of your team should always be clear. Have regular conversations about it. You also need to set clear expectations on what it means to be successful. Help them push for beyond "Meets Expectations"

Feedback in any system is generally a part of the process that can include specifying goals, setting standards, performing activities and then evaluating (of course, there can be a feedback process in each of the mentioned parts). In fact, there is a certain topic, a standard has been announced for it in advance, and during or after the activity, feedback is provided comparing the work done and what was expected. So, this should be done clearly and specifically. In this case, there will be no resistance for the other party and he/she will accept it.

A two way dialogue is key to ensuring improvement across the board. You need to focus on the positive attributes of what an individual has done versus harping completely on the negatives. Make sure that when you talk about the negatives, you make it constructive...giving clear direction on where you believe they have went wrong, and the improvements that they can make. Those discussions should always be a two way dialogue and ultimately, the discussion should always be calm. Bringing emotions into it can quickly escalate things and cause issues.

As convenient as it might seem to simply lecture underperforming teammates, a two-way dialogue is much more constructive, as it provides insights into the context of a particular situation. Perhaps Employee A's productivity has declined due to a hostile new co-worker - but you would likely not know about it unless you gave Employee A a chance to explain their side of the story.

One of the differences between feedback and nagging "is being constructive" . In my opinion, feedback is "on-the-job training" and is an essential part of a dynamic and effective organization. Feedback is supposed to help strengthen and advance an activity, and expected to emphasize the positive points of the person and the activity performed while giving feedback, and based on the audience's personality and mental condition, while enumerating the reasons , provide feedback. Apart from positive feedback, sometimes we need negative feedback. You must manage your feedback process in such a way that the audience understands your points properly .Two factors, being honest and being on time, help it to be effective.

Regular 1:1 meetings can be a good solution for regular follow-up of the activities of any organization between colleagues.Especially between a person and his/her boss. According to the nature of these meetings, certain topics are discussed and people talk about them, and at the end of the session, the previous action list can be updated (which person should do what, in what time frame and deadline, and to What kind of people does the support need? Every session where a report is reviewed, an activity is actually scrutinized, so there will be a feedback process for the process to be constructive, and these sessions should be used officially.

This goes back to preparing thoroughly - You have to understand each member of the team. Be critical of our own evaluations before giving them to the team members. Ask yourself "Does this fit with their work/what they are doing or is it generic fluff?". Your team will appreciate this more than you know.

Providing effective feedback and conducting performance evaluations are crucial responsibilities for leaders. How about considering using the SBI Model? Situation: Describe the context or SITUATION. Behavior: Explain the specific BEHAVIOUR (positive or negative). Impact: Discuss the IMPACT of that behavior on the team or organization. Example of a qualitative feedback could be something like this: “In the last team-review meeting (Situation), your thorough analysis of the market data (Behavior) helped us make an informed decision (Impact).

You have to help your team know what it really means to meet expectations, exceed expectations, and beyond. Give examples of what each eval looks like, provide concrete guidance. Nothing is worse than your team going into performance evaluation without knowing what it really means to exceed.

The environment and time of providing feedback is also important. When giving feedback, one should pay full attention to the other person, it is better if the phones are switched off or not connected, it is better to be a listener to fully hear the reasons of the audience and the person realizes that it is of great importance to us.