Feedback works best when it is specific

Good job is nice, not useful

Praise and critique both need detail. Without the situation, behavior, and impact, the person cannot repeat the good part or change the rough part.

The useful signal is usually already there.

Leadership bugs are system bugs too. Pull context out and the team graph starts wobbling.

Anchor it in observable behavior

Describe what happened, why it mattered, and what to continue or adjust. Keep identity out of it. Focus on behavior the person can control.

Specific praise teaches the behavior you want repeated.

Give feedback while it is fresh

Feedback decays. A tiny note this week beats a dramatic monologue three months from now.

Flip the switches and watch the story turn into a tiny operating model.

Clarity is respect

Specific feedback lowers the emotional tax because it turns a cloudy judgment into a workable observation.

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