What are your tips for giving constructive feedback?

Using the Toastmaster evaluation model slightly modified...

Tell them what they have done well.
Give them the area for improvement & why it needs improvement.
Ask how they think they can improve.
If needed, give them some of your ideas for how to improve.
Share another area where they do well.

Or, using the model for communicating bad news...

- Open with a neutral statement to which all parties can agree
- State the facts in a neurtal voice - avoid I and you
- Deliver the critisim and why it's a problem
- Close with a positive future outcome when they have made the improvement

My suggestion is first create a safe environment in which to speak one on one, then tell the person all they do right and invite them to look at the specific scenario together--as opposed to an adversarial relationship--and ask for feedback from them first as to what could be done differently or better and then give your feedback being as specific as possible such that you do make a contribution.

Constructive feedback should focus on a particular workplace behavior that needs to be addressed to improve performance. It should never be personal. Example: "When you come in late in the mornings, I get annoyed." A better way: "When you come in late in the morning, you and I are late for our morning meeting, which causes me to be late for my meeting. What can you do to make sure this doesn't happen?" This is professional, non-personal, results-oriented, and all about improving work-related behaviors. It should take no longer than 2 minutes.

Another big mistake managers make is to start with positive feedback before moving on to the constructive feedback. An employee will see this coming a mile away and see right through this manipulative behavior. This will undermine a manager's trust and credibility.

The other important thing is to make sure you give enough positive feedback so that the whole feedback process, which is so essential to a manager, is not viewed as threatening, but rather, a productive and necessary function in the workplace.

In my opinion, managers who avoid giving feedback, or who wait until the end of the year performance review to give it, are, quite simply, not doing their jobs. If positive and constructive feedback are conveyed often enough, it becomes a natural part of work, as well as the foundation for trust and relationship-building. And truth be told, most employees would prefer to know where they stand, even if they don't like what they hear, than remain in the dark.

There are usually times when sternness is required, typically when the team gets into a dangerous situation. You must still be positive and constructive.

In those cases, when addressing an issue, try to never focus on people, but remain focused on the issue causing a problem. Conversely, when you are recognizing a job well done you should be focused on the person or people responsible.

So for reprimands, focus on the issue or problem, and for recognizing performance, focus on the people.

I like Rosanne's approach.
You cannot fix a persons weakness you can only make it less weak. If you find in the discussion that it is a weakness then the solution may be to find a coworker who has that strength that you can have help the person out.
You can do this in a manner that does not demean the person for having the weakness, we all have weaknesses, but help them for their benefit and the companies.

From my experience, I would consider using Gestalt Protocol, a strategy based on German psychology where the person giving advice or feedback cages it in terms of their own experience. That way, the person receiving the feedback cannot be upset when the feedback doesn't pan out, and the person giving the feedback won't be offended if the recipient doesn't take the advice either. I learned the technique through Entrepreneur's Organization and have used it since when communicating with employees, family and even friends.

We often forget constructive feedback can be for the positive as well. So again, focus on a specific behavior they did well. "Excellent job by bringing the umbrella over to our customer in the sun without them having to ask" is far better than, "great job with that customer." Be pinpoint direct for both good and bad and you'll be a better manager. Stay in the grey zone and be forgettable and ineffective.

Susan has offered several excellent models. Another one that I have taught is:

1. Tell them what they are doing well
2. Tell them what you observed (i.e. area for improvement)
3. Ask for their input/opinion regarding your observation
4. Ask how they could improve
5. Provide your input to finalize improvement plans
6. Tell them you know they can improve--i.e., express confidence in them