Feedback that brings clarity

How can you give precise feedback without judging the person and open up a useful conversation?

1250 € per session, excl. VAT

In short

This half-day session of 3 hours introduces the principles of factual, respectful feedback focused on concrete next steps. Participants distinguish between observation and judgement, prepare their wording and then practise through role play. They leave with a conversation framework and a commitment to putting their learning into practice.

Why this training?

Vague feedback such as ‘you lack thoroughness’ targets the person without helping them understand what needs to change. Describing observable behaviour and its consequences makes the message more explicit and facilitates discussion. Even when well prepared, feedback remains a two-way exchange: the recipient may provide new information, dispute a fact or express an emotion. Practising listening and paraphrasing helps prevent escalation while keeping the discussion on track. Running case study: At Solbrive Équipements, a fictitious organisation, someone passes an incomplete file to a colleague, who has to revisit the preparation before a meeting. Another file has been particularly well documented. Participants prepare corrective feedback and feedback that recognises a contribution, then handle a defensive reaction. Application at work: Within the following seven days, choose a low-stakes conversation, prepare two verifiable facts and ask for a suitable time. After the conversation, note the reaction observed, the agreed next steps and one phrase to improve, without retaining unnecessary personal data.

Objectives of this training

  • Distinguish an observable fact from an interpretation or judgement.
  • Formulate feedback that links the situation, behaviour and consequence.
  • Express specific recognition without vague compliments.
  • Paraphrase the recipient’s reaction before continuing.
  • Agree on a realistic and verifiable next step.

Who is it for and what are the prerequisites?

Roles and tasks concerned

  • Employees who need to exchange feedback with colleagues.
  • New team leaders wishing to address specific professional behaviour.
  • Project coordinators working without line management authority.

Prior skills

  • No previous experience of feedback methods is required.
  • Be able to describe a simple professional interaction, either a real, anonymised one or a fictitious one.

What you will work on

  1. Separating facts from judgements

    Objective: Identify what makes feedback understandable and acceptable. Differences between observation, interpretation, accusation and recognition; choosing a time when the other person is available and a confidential setting.

  2. Building a concise message

    Objective: Prepare precise feedback without accusatory language. Situation, behaviour, consequence and an invitation to dialogue; distinguishing between an observed consequence and an assumed risk; recognising a useful contribution.

  3. Listening without losing focus

    Objective: Maintain a respectful conversation when faced with a difficult reaction. Listening, silence, paraphrasing and clarification; allowing room for disagreement; pausing the conversation if tension prevents it from continuing.

  4. Concluding and preparing the next conversation

    Objective: Turn the conversation into jointly agreed next steps. A concrete request, checking understanding and proportionate follow-up; the limitations of one-off feedback in an entrenched conflict.

What you take away

  • Conversation framework: facts, consequences, question and next steps.
  • Two prepared formulations: correction and recognition.
  • Observation checklist completed during the role plays.
  • Individual commitment to applying the learning at work.

Method and assessment

  • Short instructional inputs followed by simulations and role plays based on the running case study.
  • Structured observation and peer feedback using a shared checklist.
  • Guided debrief: what worked, what will be adjusted, individual commitment.
  • Preparation: Choose a situation in which feedback was avoided or misunderstood and describe it without names or confidential information. Bring something to take notes with; only tools authorised by the organisation are used.

Observable criteria: The message identifies behaviour in a specific context, without personal labels or generalisations. ; The consequence is explained without attributing intentions to the recipient. ; An open question provides genuine room for their perspective. ; The reaction heard is paraphrased without abandoning the original topic. ; The conclusion specifies an agreed action and an appropriate time for follow-up..

Frequently asked questions

Do you need to be a line manager?

No. The simulations include exchanges between colleagues and coordination without authority.

Can you work on a situation you have experienced?

Yes, after anonymisation. A situation that is too sensitive is replaced with a fictitious case.

Should you always start with a compliment?

No. Recognition must be sincere and specific, not used to disguise a corrective message.

Is this approach sufficient for an entrenched conflict?

No. A long-standing conflict may require a separate framework and the involvement of the appropriate contacts within the organisation.

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