The transition from individual contributor to manager is one of the biggest career shifts most people experience. And one of the hardest skills to develop in that transition is giving constructive feedback. Many new managers either avoid difficult conversations altogether or deliver feedback so bluntly that it damages the relationship. Neither approach works.
Here is a framework that helps new managers give feedback that is honest, specific, and productive.
Use the Situation-Behavior-Impact model. This is the most reliable framework for structuring feedback. Start with the situation: describe the specific context so the person knows exactly what you are referring to. Then describe the behavior: what did they do or say? Focus on observable actions, not assumptions about intent. Finally, explain the impact: what was the result of that behavior on the team, the project, or the customer?
For example: "In yesterday's sprint planning (situation), you interrupted two team members while they were presenting their estimates (behavior). That made it harder for the team to share honest assessments, and I noticed a couple of people stopped contributing after that (impact)."
Deliver feedback promptly. Do not wait weeks for a scheduled one-on-one. The closer feedback is to the event, the more useful it is. This does not mean you need to call someone out in the moment. A brief private conversation within a day or two is ideal.
Separate feedback from performance reviews. Reviews should summarize patterns, not introduce new information. If the first time someone hears about an issue is during their annual review, you have waited too long. Make feedback a regular part of your one-on-ones. Tools like Culture Wheel help managers track feedback notes throughout the review cycle so nothing falls through the cracks.
Ask questions instead of making accusations. Instead of "You clearly do not care about deadlines," try "I noticed the report was submitted two days late. Can you walk me through what happened?" This opens a dialogue instead of triggering defensiveness. There may be context you are not aware of.
Balance constructive and positive feedback. New managers sometimes overcorrect by only giving feedback when something goes wrong. This trains your team to dread hearing from you. Make a habit of recognizing good work regularly so that when you do need to address an issue, it lands in the context of a supportive relationship.
Practice the conversation. This sounds simple, but it helps. Before a difficult feedback conversation, say the key points out loud. Rehearsing helps you find phrasing that is direct without being harsh and ensures you stay focused on the specific behavior and its impact.
Follow up. Feedback without follow-up is just a complaint. After giving constructive feedback, check in within a week or two. Acknowledge improvement if you see it. If the behavior has not changed, have a second conversation and discuss what support the person might need.
Giving feedback well is a learned skill, not a natural talent. The more you practice it, the easier it becomes, and the more your team will trust you for it. The managers people remember and respect are not the ones who avoided tough conversations. They are the ones who cared enough to have them.