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Giving Feedback: Improve Performance and Build Trust
New
8 students

Giving Feedback: Improve Performance and Build Trust

Practise constructive feedback, address difficult performance conversations and agree on clear follow-up actions.
Created byDr. Law Payne
Last updated 11/2026
English

What you'll learn

  • Prepare feedback using a specific observation, its impact and an observable change.
  • Distinguish evidence from interpretations such as attitude or professionalism.
  • Invite the employee's perspective and respond constructively to disagreement or defensiveness.
  • Agree on a practical next action, support and a follow-up date to review progress.

Course content

2 sections • 10 lectures • 1h 51m total length

  • The decision and the first useful result10:45

    Prepare specific, fair feedback using the meeting record. Separate observable behaviour from motive claims and write an opening the other person can examine and correct.

    Open Resources beside this lecture. Download the Feedback Evidence and First Conversation Brief learner worksheet and accompanying case packet. Make your own attempt before reading the worked interpretation, then use the transfer task in an appropriate workplace situation.

  • Evidence in practice11:42

    Make feedback specific and fair. Classify the three speaking events in Dana and Alex’s case without turning an observed overlap into an unsupported motive or prevalence claim.

    I designed the Feedback Evidence Check and Context Worksheet to turn this lesson into a practical decision. Open Resources beside Lecture 2 and download the case workbook. Complete your own response first, check the worked interpretation afterward, then apply the transfer prompts to an appropriate situation in your own work.

  • Impact and the evidence behind it11:26

    Explain the impact of observed behaviour without overstating what the evidence proves. Rewrite Dana’s feedback, calculate six minutes out of thirty and separate discussion time from avoidable loss.

    I designed the Feedback Impact and Work Requirement Map case workbook to help you practise this decision. Open Resources beside Lecture 3 and download the workbook. Write your case response before reading the worked interpretation, then use the transfer fields to prepare an appropriate decision in your own workplace.

  • Listening without hidden assumptions10:49

    Listen to an explanation without automatically accepting or dismissing it. Respond to Dana’s earlier coaching note, investigate Alex’s concern about being singled out and clarify the next meeting practice.

    I designed the Feedback Listening And Perspective Check case workbook to help you turn this lesson into a practical action. Open Resources beside Lecture 4 and download the workbook. Make your own attempt before reading the worked interpretation, then use the transfer fields to prepare an appropriate decision in your own work.

  • The foundation case and your first deliverable11:12

    Prepare and rehearse a full feedback conversation using Dana and Alex’s case. Repair unsupported labels, distinguish the useful correction from recommendation overlaps and record the actual preparation commitments before the discussion with Morgan.

    I designed the Constructive Feedback Foundation Workshop case workbook to help you turn this workshop into a practical deliverable. Open Resources beside Lecture 5 and download the workbook. Complete your own attempt before checking the worked interpretation, then use the transfer fields to prepare an appropriate action in your own work.

Requirements

  • No management qualification is required. Bring an appropriate workplace example and a way to use the downloadable exercises.

Description

This course contains the use of artificial intelligence.


You've rehearsed the feedback in your head. You want to be fair. You want the person to improve. But the moment you start talking, the conversation gets defensive—and now both of you are focused on how it felt.


The issue still needs addressing. So how do you tell the truth in a way that gives the other person a real chance to act on it?


I'm Dr. Law Payne. My master's degree in Educational Psychology shapes how I approach feedback, because people still need to feel respected when something needs to change.


I created this course for managers, team leaders and business owners who want to address performance without damaging trust. If you've wondered, “How do I say this without making things worse?” I built this for you.


We'll practise being direct without making it personal, handling defensiveness and agreeing what happens next.


Use a real feedback conversation as your practice case. The downloads alongside the lessons help you describe the behaviour, explain its effect and prepare a request someone can understand. You'll compare responses, rehearse the difficult moments and plan a follow-up that checks change rather than assuming the message landed because you said it clearly.


Think of the conversation you've been putting off. Your team member deserves clarity, and you deserve a way to give it respectfully. Enrol today, and let's get you ready to have it.

Who this course is for:

  • Managers, team leaders and business owners who need to give clear, respectful performance feedback.

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