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The feedback conversation is about helping the recipient get to a better place. It keeps the conversation organized and lets people get specific about their issues. Remember that, for good people, getting better is the greatest reward, which means that great feedback is a key retention tool for your star performers.{/INSERTKEYS}{/PARAGRAPH} Ask for it, accept it gratefully and offer feedback about yourself. Feedback is a great way to show support. Here are steps you can take to mitigate a bad reaction: 1. Another methodology that encourages feedback loops is the RACI matrix. Direct, specific and non-threatening. Use threads for feedback in channels. Unfortunately, that posture undermines the vulnerability we need to make the most of the gift our colleague is giving us. {PARAGRAPH}{INSERTKEYS}Before joining Slack, I was a senior security engineer at a major social media platform. Peer review is a feedback loop born, in part, of the agile development process. The key is to find an attentive moderator who asks curious questions and someone else who takes diligent notes. Name the behavior, result or ability that is missing. Be sure the recipient wants your input. Project retros are a great tool. Before you have meaningful feedback conversations, the recipient should already know that you are on their side. Difficult feedback like this changes you. One of my first managers taught me this 25 years ago, and it still holds true. Lay the groundwork. Follow their lead, and make a follow-up plan. This is when they need your empathy the most. Echo the accolades in team channels whenever you come across them. Maybe the recipient only wants a sounding board. It should change you. Start and end with the goals, not the issue. Here are some specific in-app behaviors that help propel a feedback culture: Express gratitude often. Even five minutes of playing out the scenario is beneficial. If you pretend to not notice when they are struggling with a new challenge, they might feel abandoned. Figure out how you should participate. It not only protects the speed and stability of the development process, it forces knowledge sharing and healthy interdependence among coworkers and teams. Collective feedback should be integrated into the system that you are trying to improve. Individual feedback has to be tuned differently for each member of your team. Others want their triumphs celebrated. By the time I gave my own manager visibility to how behind schedule we were, he was rightfully dismayed. Some people only want corrections. Check for goal alignment with the feedback recipient in the area of concern and look for differences you might have been unaware of. I take time at the start of every feedback conversation to reinforce the strength of the existing relationship. Feedback, and progress, came rushing in. My manager showed me how to take control of the situation. There were daily meetings, extensive status reports, the over-communication of micro-deliverables—you get the idea. Feedback unlocks an opportunity. In the engineering world, peer review of code is a common way to create this type of culture. Before any tough feedback conversation, I write down everything I might say if there were no consequences. Set an optimistic tone. I was at risk of failing alone. And you will reap the benefits too. They ask for feedback. It was painful but necessary. Identifying the responsible, accountable, consulted and informed personnel on a project gives everyone clarity on whom to request feedback from and at what stage. As a leader, your vulnerabilities are opportunities for your team to learn. Then, I find a trusted partner for role play. What do we both already agree is true? Circle back. Creating a constructive feedback culture In an ideal workplace, peers, supervisors and direct reports all share their work early and often. Share in public channels.