How to Give Constructive Feedback
Explore practical ways to give specific, respectful feedback, clarify expectations, and handle difficult workplace conversations.
Preview
Questions with solutions-
1. 选择正确答案。
Which reply names a specific feature of the presentation and explains its benefit?
A coworker asks, “What worked well in my presentation that I should keep next time?”
- The timeline made the project stages easy to follow.
- You're clearly a natural presenter.
- It was really good overall.
- You seemed pleased with how it went.
Useful praise tells someone what they can repeat.
Show solution
- The timeline made the project stages easy to follow.
Connecting a particular feature to its benefit makes praise useful for future work.
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2. 选择正确答案。
Which opening describes the problem without judging the employee's character?
A supervisor is discussing two weekly updates that arrived after the agreed Monday deadline.
- You're an unreliable person when it comes to deadlines.
- The last two updates arrived after Monday's deadline.
- You obviously don't care about keeping the team informed.
- You're the kind of person who always leaves things too late.
Focus on events that both people can check.
Show solution
- The last two updates arrived after Monday's deadline.
A clear observation keeps the conversation focused on behavior that can change, rather than a personal label.
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3. 填空。
A coworker's report includes figures but does not identify their sources. The feedback should address that problem directly.
In the next draft, please ___ so readers can check where the numbers came from.
- present each figure as an estimate
- mention that the figures seem accurate
- add a source beside each figure
Readers need a way to trace the information.
Show solution
In the next draft, please add a source beside each figure so readers can check where the numbers came from.
An actionable request identifies a change the writer can make, not just a weakness in the report.
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4. 选择正确答案。
Which follow-up explains the effect on the discussion without guessing the coworker's intentions?
A meeting facilitator tells a coworker, “Three times during the planning meeting, you started speaking before Lee had finished.”
- You wanted everyone to notice how much you knew.
- You clearly thought Lee's proposal wasn't worth hearing.
- You were trying to take control of the meeting.
- Lee wasn't able to finish explaining the proposal.
What happened to the conversation as a result?
Show solution
- Lee wasn't able to finish explaining the proposal.
Explaining the effect shows why the behavior matters without claiming to know someone's motives.
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5. 选择正确答案。
Which invitation allows a private, timely conversation about a sensitive issue that is not urgent?
A manager needs to discuss an employee's handling of yesterday's client call. The employee is currently helping a customer.
- Could we meet privately after your customer call to discuss yesterday's client conversation?
- I'll post my concerns about your client call in the team chat now.
- Please end that customer call so we can discuss your performance immediately.
- Let's discuss what went wrong in front of everyone at tomorrow's team meeting.
Consider both privacy and the employee's current responsibility.
Show solution
- Could we meet privately after your customer call to discuss yesterday's client conversation?
A private conversation reduces embarrassment, and a suitable time gives both people space to focus.
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6. 选择正确答案。
Which question invites the employee to explain the situation before the manager suggests a solution?
A manager does not yet know what caused a delay and says, “The draft wasn't ready on Friday as agreed.”
- Why didn't you take the deadline seriously?
- What got in the way of having it ready by Friday?
- Can you admit that you planned your time badly?
- Will you promise that every future draft will arrive on time?
Leave room for an explanation you have not considered.
Show solution
- What got in the way of having it ready by Friday?
An open question can reveal obstacles that an assumption or accusation would miss.
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7. 填写所有空格。
You are reviewing a colleague's report. Adding a summary is optional, but correcting the total is required before publication.
You ___ add a summary if you think it would help, but you ___ correct the total before we publish.
- could
- must
- must not
- cannot
The two changes have different levels of necessity.
Show solution
You could add a summary if you think it would help, but you must correct the total before we publish.
“Could” presents a possibility, while “must” makes a requirement clear. Politeness should not hide what is necessary.
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8. 按顺序排列单词。
You are raising a concern with your manager while allowing for information you may not have.
- I may be
- to meet.
- but this deadline
- seems difficult
- missing some context,
Acknowledge uncertainty before stating the concern.
Show solution
I may be missing some context, but this deadline seems difficult to meet.
This opening leaves room for missing information without hiding the concern about the deadline.
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9. 选择正确答案。
Which response asks for a concrete example that would help the employee improve?
Manager: “Your emails to clients need a more professional tone.”
- Should I make all my emails longer?
- So you want me to stop emailing clients?
- Could you point to a sentence and show me how you'd phrase it?
- Does that mean my work is poor overall?
A broad description becomes more useful when connected to actual wording.
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- Could you point to a sentence and show me how you'd phrase it?
Asking for an example turns a vague standard into something the employee can understand and apply.
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10. 选择正确答案。
Which reply acknowledges the coworker's intention while still addressing the effect of the interruption?
You: “When you interrupted the discussion, two people didn't get to explain their concerns.”
Coworker: “I was only trying to help us reach a decision faster.”- If you were trying to help, then there's no problem to discuss.
- I understand you wanted to save time. Still, we didn't get to hear their concerns. Next time, could you let them finish before suggesting a decision?
- Your intention doesn't matter, so there's no reason to explain it.
- They should have spoken more quickly if they wanted us to hear their concerns.
A helpful intention and an unwanted effect can both be real.
Show solution
- I understand you wanted to save time. Still, we didn't get to hear their concerns. Next time, could you let them finish before suggesting a decision?
Acknowledging someone's intention does not require dismissing the effect. You can recognize both and propose a change.
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11. 选择正确答案。
What has the coworker actually confirmed?
Manager: “Could you send the revised draft by three? We need time to review it before the client meeting.”
Coworker: “I understand why you need it by then, but I'm not sure I can finish the revisions by three.”- The coworker has agreed to deliver the draft by three.
- The coworker believes the review before the client meeting is unnecessary.
- The coworker refuses to make any revisions.
- The coworker understands the reason but has not committed to the deadline.
Understanding a request is not the same as agreeing to carry it out.
Show solution
- The coworker understands the reason but has not committed to the deadline.
Before treating a plan as agreed, check that the person has explicitly accepted the action and deadline.
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12. 选择正确答案。
Which reply acknowledges the employee's part in the problem and asks the manager to resolve conflicting priorities?
Manager: “You missed one of yesterday's deadlines.”
The manager had assigned two tasks due that afternoon. Each needed the full afternoon to complete, and the employee had not raised the conflict.- I should have raised the conflict sooner. Both tasks needed the full afternoon. If that happens again, which should take priority?
- You're right. I promise I'll finish both by the deadline next time, even if each one takes the whole afternoon.
- The deadlines conflicted, so there was no point telling you that I couldn't meet both.
- I completed the task I preferred, so I don't think the other deadline should count.
Take responsibility for communication without pretending the workload was possible.
Show solution
- I should have raised the conflict sooner. Both tasks needed the full afternoon. If that happens again, which should take priority?
A balanced reply takes responsibility for not speaking up sooner, explains the constraint, and asks how to prioritize next time.