NASA - NASAPeople

Our studies about organizational climate and recognition practices show that employees want to hear the truth about their performance contributions and what the organization holds of value. If you perceive that giving truthful and balanced feedback to people will truly help them to be more effective, then your feedback (positive and areas of improvement) can demonstrate a better way for the nominee to do the work or provide a clearer idea of what is being expected by the organization.

Feedback can take different forms depending on the tone and environment of the organization. For example, some employees would be pleased to know that they were being considered for an Agency Award, even if they don’t eventually receive it. In these situations, the message is that local management is paying attention. In other cases, publishing recipient names serves to validate management’s confidence in the award selection process. Also, award panels can provide a written summary about the rationale for approving or declining particular nominations.

Even the best bosses and award raters might truthfully confess that they have trouble giving others direct feedback – especially about where they can improve. But please remember, “thoughtful planning, honest and continuous communication and basic human respect go a long way with your employees” The following guidelines assume that the perceptions you will share are not 100% complimentary or positive. They are designed to be helpful to you when giving feedback and responding to a team member or supervisor

Be certain of your motive. If it is to help the other person, go ahead. If you really only want to vent your feelings, humble the other person or feel superior, you should reconsider.
Be prompt with your feedback/response. Recognition ought to leverage the power of having consequences, good or bad, at the time of achievement. The sooner the feedback is given after an event, the more effective it is. So, be timely.
Choose the right time and place. If someone is emotionally upset, postpone the feedback or response until a better time, when he/she can understand, discuss and accept the feedback. This is the caveat to the above guidance on promptness. Use your judgment; a private setting is desirable, and interruptions or distractions should be avoided.
Be concrete and specific. Describe the receiver's behavior in one or two example incidents, and point out the results, as you saw it, of that behavior. Start out with a direct, gentle statement; don't beat around the bush. It only serves to confuse and dilute your message.
Avoid evaluation. Describe, interpret but don't evaluate. Serve as a mirror of behavior, not as a judge or a parent. For instance, saying, "I did not observe your behavior in alignment with the criteria we discussed at the beginning of this year", is preferable to, "You obviously don’t understand or agree with the One-NASA behaviors or any criteria I previously shared with you and expected to see. There’s no way I would recommend you for that award!”
Avoid labeling. Pinning a label such as "lazy" or "arrogant" on someone frequently reinforces the tendency rather than changes it.
Keep it short. Don't try to cover too much at one time. Don't "bombard" the receiver. Feedback should come in portions that people can absorb and upon which they can take action.
Keep it warm. Feedback works best when it is given in a friendly, caring way. People are very much like turtles in this regard. When attacked, they pull in their heads (and their listening), and refuse to respond.
Avoid giving "advice". Unless he/she requests your advice, let the receiver decide what to do after receiving and understanding the feedback. He/She may want to check with others to get more feedback - to confirm what you have said, or to get a different perspective. Most people are quite capable of planning a course of action once they have clear, concise data on which to act.
Direct your feedback at behavior that is changeable. Surprisingly, many people forget that comments about physical characteristics, the receiver's past training, lost opportunities, etc., no matter how well-intended, are not things the receiver can necessarily change.
Actively Listen.The greatest gift you can give, and the most important rule of feedback, is to actively listen and be open to receive feedback yourself. People respond to information from a two-way dialogue much better than from a "drive by" feedback session.

To receive feedback from others usually requires a specific request. After seeking such information it is then important to avoid becoming defensive. For example, if you ask for feedback about the reasons you did not receive recognition and/or an award and then get hot and argumentative because your supervisor gives you feedback instead of agreeing with your assessment of your work, the feedback will cease to flow, and a new blind side for you could develop. While it is a difficult attitude to maintain, feedback should be accepted as something that needs no explanation or defense. It is simply a fragment of data that you can put to use in the future if properly accepted.

Even unsolicited feedback can contain useful information if you look at it with an optimistic attitude (the 1% rule). Those who have been courageous enough to break the mold and offer their response should know that their opinions will not be challenged and that there will be no punishment or recrimination. Say "thank you" and examine the feedback you have been given for its valuable parts. After all, it is always the prerogative of the receiver to acknowledge, consider and then reject feedback if it does not make sense or is not useful.

It doesn't take long to develop a reputation as being open to feedback and nothing could be more valuable to a leader than to have open communication, up, down and across the organization.