Mirorly

How to Give Feedback

Most advice on giving feedback optimizes for the giver's comfort delivering a verdict, not the receiver's ability to use it — which is exactly why so much of it sounds like an HR script and triggers the bracing reflex it was meant to avoid. This pillar starts from the opposite premise: feedback is information aimed at the next attempt, and it lands when it's anchored to a specific behavior, shaped to the relationship it travels through, and built on enough trust that the person believes you're on their side. What to say, how to shape it, and when each model and move actually fits.

The pillar piece lays out the principles — future over past, behavior over character, match the shape to the direction. The cluster articles go deep on each hard case: giving feedback to a peer (no authority, so it runs on the relationship), to a direct report (too much authority, so it runs on restraint), why the feedback sandwich quietly backfires, and which model — SBI, COIN, or STAR — fits the moment in front of you.

Start here

How to give feedback that lands (without sounding like HR) — the entry-point piece for this pillar. Read it first; the rest extend it.

All articles in this pillar