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How to give constructive feedback: 5 steps and 40 examples

A simple method, the words to use and how to take feedback well yourself.

KraftyLab TeamUpdated 14 min read
A man explains a point at a small round table while his colleague listens closely, chin in hand.

Knowing how to give constructive feedback is one of the most useful skills at work, and one of the least practiced. Most people either avoid the conversation or blurt out something vague and harsh. Constructive feedback sits in between: specific, about behavior rather than personality, and aimed at what happens next. Below: a five-step method, the SBI model, 40 examples you can copy, sorted by situation, tips for handling constructive criticism and a 20-minute exercise to practice as a team.

What is constructive criticism?

Constructive criticism, or constructive feedback, points out something that isn’t working in a way that helps the person fix it. The test is whether they walk away knowing exactly what to do differently, and still willing to talk to you.

Destructive criticism compared with constructive feedback
DestructiveConstructive
FocusThe person: "you're careless"The behavior: "three figures were wrong"
DetailVague and generalOne specific example
TimingSaved up, or in front of othersSoon after, in private
EndingA verdictA question or a next step

How to give constructive feedback in 5 steps

Giving constructive feedback takes the same five steps for a quick hallway comment and a formal conversation. Only the length changes.

  1. Prepare. Check your facts, pick one or two points, and choose a private moment soon after the event. Ask yourself whether you want to help or just to vent.
  2. Describe the specific behavior. Say what you saw or heard, not what you think it says about the person. "The report arrived Thursday" beats "you're unreliable".
  3. Explain the impact. Say what happened as a result, for the team, the customer or you. Impact is what turns a complaint into a reason to change.
  4. Ask for their view. Then listen. There may be a reason you don't know about, and people commit to fixes they helped shape.
  5. Agree the next step. End with one concrete change and a date to check in. Then notice when they do it, and say so.

The SBI model: situation, behavior, impact

SBI, developed by the Center for Creative Leadership, is the simplest structure for steps two and three. Name the situation, describe the behavior you observed and explain its impact. Then stop and ask what they intended, the step CCL adds in its extended version, SBII (situation, behavior, impact, intent).

An SBI example
PartWhat you say
Situation"In Tuesday's call with the client,"
Behavior"you interrupted her twice while she was walking through the budget,"
Impact"and she went quiet for the rest of the call, so we didn't get the numbers we needed."
Then ask"What was going on for you in that moment?"
What about the feedback sandwich? Wrapping criticism between two compliments feels kinder, but people learn to brace for the “but”, and the main point gets lost. Give praise and correction separately, each one specific.

40 constructive feedback examples

Each starts with what people often say, then a constructive version to copy. Fill in the brackets and change the details to match what actually happened.

Missed deadlines

Focus on the date that slipped and its effect, then find out why.

  1. Instead of “You're always late with everything.”

    The report was due Tuesday and arrived Thursday, so the client update slipped too. What got in the way, and what would help you hit the next one on [date]?

  2. Instead of “Why can't you just manage your time?”

    I've noticed the last three tasks came in a day or two after the deadline. Can we look at your workload together and see what to move so the dates are realistic?

  3. Instead of “You missed it again. Unbelievable.”

    [Task] came in after the deadline again. If a date starts to look shaky, I'd rather hear on day one than on the due date, so we can cut scope or get you help.

  4. Instead of “Everyone else manages to deliver on time.”

    The team's handoff depends on your piece arriving by [day]. When it's late, [colleague] has to catch up over the weekend. How can we protect that date?

  5. Instead of “Stop overpromising.”

    In the last two planning meetings you agreed to dates on the spot, and both slipped. Next time, would you take a day to check your other commitments first?

Quality of work

Point to the exact problem and what good looks like.

  1. Instead of “This is sloppy.”

    I found [number] errors in the figures on pages 3 and 4. Could you add a final check against the source data before you send the next version?

  2. Instead of “Did you even read the brief?”

    The brief asked for a one-page summary, and this is five pages. Let's go back over the brief together so the next draft matches what the client expects.

  3. Instead of “This isn't good enough.”

    The structure works. The middle section needs evidence: two examples or numbers would make the argument convincing.

  4. Instead of “You keep making the same mistakes.”

    The date format issue came up again in this batch. Would a short checklist help, or is something about the template making it easy to miss?

  5. Instead of “I had to redo all of this.”

    I made a few changes before this went out, mostly to the pricing table. Let me walk you through them so you can make them yourself next time.

Communication

Emails, updates and tone, where small changes help a lot.

  1. Instead of “Your emails are a mess.”

    Your update had the key decision in the last paragraph. If you lead with the decision and the ask, people will act on it faster.

  2. Instead of “Nobody knows what you're doing.”

    I didn't know the vendor call had moved until today. A quick note in the team channel when plans change would keep everyone in step.

  3. Instead of “You're too blunt.”

    Your reply to [name] in yesterday's thread read as dismissive, even if you didn't mean it that way. Starting with what you agree with would help it land.

  4. Instead of “You never respond.”

    A few client messages waited two days for a reply this week. Can we agree a reply time, even if the first reply just says you're on it?

  5. Instead of “Stop rambling.”

    Your points in the client presentation were strong, and they'd land harder in half the time. Try three main points with one example each.

Meetings

Interrupting, staying silent and meetings that go nowhere.

  1. Instead of “You talk over everyone.”

    In today's meeting, [name] started to make a point twice and didn't get to finish. Next time, could you hold your point until they've finished?

  2. Instead of “You're useless in meetings.”

    You know this project better than anyone, and you rarely speak up in the review. I'd like to hear your view first next week. Would that work for you?

  3. Instead of “Get off your phone.”

    When you're on your phone during planning, others read it as a sign the topic doesn't matter. Can we keep phones away for those 30 minutes?

  4. Instead of “Your meetings are a waste of time.”

    Your last two meetings ran over without a decision. Sending a short agenda that names the decision you need would help everyone come prepared.

Teamwork

Helping, sharing and giving credit.

  1. Instead of “You're not a team player.”

    When [colleague] asked for help with the launch, you said you were too busy. I know your plate is full. Can we find an hour this week for you to help with it?

  2. Instead of “You hog all the credit.”

    In the update to leadership, the analysis was presented as yours, though [name] did much of it. Please name the people who contributed next time.

  3. Instead of “You never share anything.”

    Your notes from client calls would save the team hours. Could you put them in the shared folder after each call?

  4. Instead of “Stop going rogue.”

    You changed the launch plan without checking with design, and they had to redo a day of work. Please loop them in before changes like that, even small ones.

Two coworkers review a printed document together, one pointing with a pencil while the other takes notes.

Attitude

You can't give feedback on an attitude, only on behavior you saw. These show how.

  1. Instead of “You've got a bad attitude.”

    In the last two meetings you sighed when new ideas came up. Is something about the project bothering you? I'd like to understand.

  2. Instead of “Stop being so negative.”

    Your concerns about the timeline are useful. When you raise one, could you also suggest one way we might solve it?

  3. Instead of “You clearly don't care anymore.”

    You haven't spoken in the last few planning meetings, and you used to have the most ideas in the room. How are things going, and is there anything I can do?

  4. Instead of “Don't be so defensive.”

    When I raised the error, you explained why it wasn't your fault before we'd talked about the fix. I'm not looking for blame. Can we focus on what to change?

Feedback for your manager

Upward feedback works best framed around what helps you do the job.

  1. Instead of “You micromanage everything.”

    I'd like to take more ownership of [project]. Could we agree on two review points and let me run the rest?

  2. Instead of “Your priorities change every week.”

    Our priorities changed three times this month, and the team lost work each time. When things shift, could you share why, so we can plan around it?

  3. Instead of “You never tell us anything.”

    I heard about the reorganization from another team first. Even a short note saying what you can share would help us feel in the loop.

  4. Instead of “You don't back us up.”

    When the client pushed back on the timeline, I'd have liked you to support the date we agreed. Could we align on our position before the next call?

  5. Instead of “Your feedback is useless.”

    When you say a draft "needs work", I'm not sure what to change. Could you point to one or two specific things next time?

If your manager checks every detail, our guide to micromanagement has longer scripts, and a working open door policy makes upward feedback a lot less scary.

Feedback for a peer

No authority, so lead with the shared problem and a request.

  1. Instead of “You're making my job harder.”

    When the data arrives after Wednesday, I can't finish my report by Friday. Is there a way to get it to me by Tuesday evening?

  2. Instead of “You always leave the mess for me.”

    After the last two client events, I packed up on my own. Can we split the clean-up next time?

  3. Instead of “You keep interrupting me.”

    I sometimes lose my train of thought when you jump in during my updates. Would you let me finish and then ask questions?

  4. Instead of “Your part was weak.”

    Your section of the proposal has great data. A one-line takeaway above each chart would help the client see the point quickly.

Positive reinforcement

Specific praise is constructive feedback too: it tells people what to keep doing.

  1. Instead of “Good job.”

    The way you handled the upset customer on Monday, staying calm and offering two options, saved that account. Thank you.

  2. Instead of “Nice presentation.”

    Opening the presentation with the customer's own words got the room's attention straight away. Keep doing that.

  3. Instead of “Thanks for the help.”

    You stayed late to fix the data import so the launch could go ahead on time. The whole team noticed.

  4. Instead of “Great work this quarter.”

    Your weekly status notes made it easy for leadership to approve the budget. That clarity is a real strength.

For more ways to say thank you, see our compliments for coworkers. Writing a formal review instead? Our performance review phrases are sorted by competency and rating.

How to handle constructive criticism

Knowing how to receive constructive criticism is half the skill, and it makes people more willing to be honest with you.

  1. Pause before you answer. Take a breath. The urge to explain is strongest in the first ten seconds, and least useful.
  2. Listen for the point, not the tone. Clumsy feedback can still be right. Look for the part that is useful.
  3. Ask for an example. "Can you give me an example, so I know what to look for?" turns a vague comment into something you can act on.
  4. Say back what you heard. A one-sentence summary shows you listened and catches misunderstandings early.
  5. Thank them. Giving feedback is uncomfortable. Thanking people makes it more likely you'll hear the next thing too.
  6. Separate the work from your worth. Feedback on a report is about the report. It isn't a verdict on you as a person.
  7. Decide what to act on. You don't have to agree with everything. If you're unsure, ask someone you trust for a second view.
  8. Close the loop. A few weeks later, tell them what you changed. It builds trust and shows feedback is worth giving you.

Constructive feedback on remote teams

Without hallway moments, feedback either goes unsaid or arrives as a stark chat message. A few habits fix both.

  • Use your voice for anything critical. A video or phone call carries tone that chat strips out. Never send hard feedback as a text message.
  • Don't save it for the next one-on-one. Small points go stale in a week. A five-minute call the same day is kinder than a list later.
  • Write down the next step. After the call, send a two-line note with what you agreed, so nobody remembers it differently.
  • Check how it landed. Ask "How did that come across?" Remote feedback is easier to misread, and harder to see being misread.
  • Praise in public, correct in private. Thanks belong in the team channel. Corrections belong in a direct conversation.

A 20-minute feedback practice exercise for teams

Feedback gets easier with practice in a low-stakes setting. Run this in a team meeting, in person or on a call.

  1. 1. Feedback rewrite pairs

    Builds: Turning blunt or vague comments into feedback people can use, and practicing hearing it.

    20 minutes · Pairs, any team size · Paper and pens, or a shared document · works on video

    1. Explain the SBI model in two minutes, with one example from this page.
    2. Give each pair three blunt comments to rewrite. Use the "instead of" lines above, or have people write ones they have heard.
    3. Pairs rewrite all three using situation, behavior and impact, ending with a question or a request (5 minutes).
    4. Role-play: one person gives a rewritten piece of feedback, the other responds using the tips for receiving it. Then switch (6 minutes).
    5. Each pair reads its best rewrite to the group (5 minutes).
    6. Close by asking everyone to write one piece of specific positive feedback for a colleague and send it today.

    On a call: Use breakout rooms for the pairs and a shared document where each pair pastes its best rewrite.

    Debrief

    • Which rewrite felt most natural to say out loud, and why?
    • What made receiving feedback easier or harder in the role-play?
    • What's one piece of feedback you've been putting off, and when will you give it?

Good feedback depends on good listening. Our active listening activities make a natural warm-up.

Workshops for managers and teams

Feedback only works on a team where people feel safe to hear it and give it. Our Psychological Safety in the Workplace session is a live 60-minute workshop on building exactly that, and our leadership team building page has more workshops for managers. They run on Zoom by default, or Teams, Google Meet or Webex on request. Book about 2 weeks ahead, or get a free quote.

Constructive feedback FAQ

How do you give constructive criticism?

Prepare your facts, then describe the specific behavior you saw, explain its impact, ask for the other person's view and agree one next step with a date to check in. Do it privately, soon after the event, and focus on what can change rather than on the person.

What is constructive criticism?

Constructive criticism is feedback that points out a problem in a way that helps the person improve: specific, focused on behavior rather than personality, and paired with a way forward. Destructive criticism, by contrast, is vague, personal or delivered to hurt rather than help.

What is the SBI feedback model?

SBI stands for Situation, Behavior, Impact, a feedback model developed by the Center for Creative Leadership. You name when and where it happened, describe the observable behavior and explain its impact, the results of that behavior. CCL's extended version, SBII, adds a fourth step: ask about the person's intent.

How do you handle constructive criticism?

Pause before you respond, listen for the useful point even if the delivery is clumsy, ask for an example, summarize what you heard and thank the person. Then decide what to act on, and tell them later what you changed.

What are examples of constructive feedback?

Instead of "your emails are a mess", try "your update had the key decision in the last paragraph; leading with it would help people act faster." This guide has 40 constructive feedback examples by situation, from missed deadlines to feedback for your manager, each with a copy button.

Is the feedback sandwich a good method?

The feedback sandwich wraps criticism between two compliments. It can soften a message, but people quickly learn to wait for the "but", and the main point can get lost. Most managers do better giving praise and correction separately, each one specific.

Where can I find performance review feedback examples?

For written reviews, our performance review phrases cover seven competencies at three ratings each. This page focuses on spoken, everyday feedback, which works best close to the moment rather than saved for the annual review.

Want a session for your managers?

Live leadership workshops on Zoom by default, or Teams, Google Meet or Webex on request. Send your date and headcount for a plan within 24 hours.

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