we know from our qualitative data that great feedback is (1) timely, meaning it’s delivered either right before or right after you’ve blundered; (2) specific to one discrete behavior, as opposed to a global condemnation; and (3) prescriptive, or explicit about what actions need to be taken by you. It should also be framed in the context of the business outcome, whether that outcome is your personal success (for example, exuding gravitas at an important meeting with a superior) or the success of your team (for example, holding on to key clients).
