Better manager feedback
A development approach that connects workshop practice with the conversations managers actually need to have.
Choose real situations
Invite managers to identify the conversations they postpone or find difficult. Separate the purpose of feedback from assumptions about the other person’s intent. These situations become the material for practice without exposing private employee details.
Rehearse the conversation
Work with observable behaviour, its effect and a clear invitation to discuss what happens next. Practise listening as well as speaking. Feedback becomes more useful when the manager can remain specific without turning the conversation into a verdict.
Return to experience
Ask participants to try one prepared conversation and reflect on the response. A follow-up discussion examines what changed and where further support is needed. The learning is anchored in the manager’s own work rather than a remembered workshop slide.