How to give feedback as a new manager

Feedback is one of the quickest ways to improve performance, but new managers often delay it because they fear damaging relationships. Useful feedback is usually simpler and more routine than that.

Give feedback close to the event

When practical, discuss the behaviour while the details are still clear. Waiting weeks makes the conversation harder and encourages small issues to become patterns. Not every point needs a formal meeting; many useful corrections take two minutes.

Describe what you observed

Start with facts rather than labels. “The handover was sent after the agreed deadline” is easier to discuss than “you are unreliable”. Specific observations reduce defensiveness and keep the conversation focused on something that can change.

Explain the impact

Connect the behaviour to the work, customer, colleague or team. People are more likely to understand a standard when they can see why it matters rather than hearing only that the manager dislikes something.

Ask before prescribing

Give the person room to explain what happened. A missed standard may come from unclear instructions, workload, capability, a process problem or a choice. You still need to manage the outcome, but the right response depends on the cause.

Agree the next action

Finish with a clear expectation: what needs to happen next, by when, and what support is available. If the issue matters enough to raise, it matters enough to close the loop.

Give positive feedback with the same precision

“Good job” is pleasant but not very instructive. Say what worked and why: “You kept the customer updated before they had to chase us; that is exactly the standard we need.” Specific positive feedback helps people repeat effective behaviour.

A simple feedback structure