Giving and Receiving Feedback at Work

1Warm-Up Questions

1. Do you prefer to receive feedback in private or in a team meeting? Why?

Think of a time when feedback helped you. What made it useful?

1. Is it easier to give positive feedback or negative feedback?
2. How often should managers talk to their team about their performance?
3. How should a person react when they disagree with feedback?

2Vocabulary Preparation

Match the words to their definitions

Fun Vocabulary Game – “Feedback – Helpful or Hurtful?”

Choose the correct term:

1. Advice that is honest and helps you grow is (constructive criticism / tone).
2. A yearly meeting about your results is a (performance review / follow-up).
3. Saying “you missed the deadline on the Monday report” gives a (specific example / strength).
4. Writing a plan to improve your presentation skills means working on your (areas for improvement / strengths).
5. A short meeting two weeks later to see what has changed is a (follow-up / performance review).
6. A person who listens calmly to other opinions is (open-minded / specific).

Feedback at Work: A Skill for Everyone

Feedback is part of almost every job, but many people find it uncomfortable. Managers often worry that they will upset their team, and employees worry that they will hear bad news. However, when feedback is done well, it helps people learn faster, build trust and feel more confident in their daily work.

The most useful feedback starts with a clear purpose. Instead of saying “your work is not good,” a good manager gives a specific example, such as “the last two reports had several spelling mistakes, and the numbers were not checked.” This is easier to understand and easier to fix. It also shows that the manager has paid attention to the person's real work.

Tone is just as important as the words. The same message can sound helpful or aggressive, depending on how it is said. Many managers begin with the person's strengths, then move to the areas for improvement. This does not mean hiding problems. It simply helps the other person stay calm and listen. Constructive criticism should always be about the work, not about the person.

Receiving feedback can be even harder than giving it. A natural reaction is to defend yourself or to feel hurt. Employees who are open-minded try to listen first and ask questions later. They might say, “Can you show me what a better version looks like?” This shows interest and helps them understand what the manager expects.

Many companies hold a formal performance review once or twice a year, but experts agree that this is not enough. Small conversations during the year are more helpful because problems are fixed earlier. A short follow-up after a few weeks shows that the feedback was serious and gives the employee a chance to show progress.

Feedback should also go in more than one direction. Teams that allow employees to give feedback to their managers often communicate better and solve problems faster. In the end, a good feedback culture depends on respect, honesty and regular practice. With time, giving and receiving feedback can feel natural instead of stressful.

4Grammar Practice

A. Cause and Effect

Rewrite the sentences using connectors (because, due to, as a result, therefore):

1. Managers give clear examples. Employees understand the problem.
2. The manager uses a friendly tone. The employee stays calm.
3. Feedback is given regularly. Problems are solved early.
4. Employees feel criticised in public. They lose motivation.
5. A follow-up meeting is planned. Progress is easy to see.

B. Conditional Sentences

Complete the sentences:

1. If a manager gives a specific example, the employee ___ (understand) the problem better.
2. If I receive constructive criticism, I ___ (try) to stay open-minded.
3. If managers talked about strengths first, employees ___ (feel) more relaxed.
4. If we had regular follow-ups, we ___ (not wait) a whole year for a performance review.
5. If you gave feedback to your manager, what ___ you ___ (say)?

5Creative Task – “Feedback Conversation Role-Play”

Roles

1. Manager: Gives feedback on a late project, using a specific example and a calm tone.
2. Employee: Listens, asks questions and explains their side.
3. Colleague: Gives friendly feedback on a presentation and mentions strengths and areas for improvement.
4. HR Coach: Observes the conversations and gives advice on how to improve them.

Instructions

Each participant prepares a 2-3 minute role-play from their perspective.

1. Talk together, share ideas and answer each other's questions.

Use at least 5 vocabulary words from the worksheet.

1. Optionally, prepare short notes with examples before you start.
2. Finish by agreeing on two actions and a date for a follow-up.