You can provide feedback in a constructive manner by recognizing their strengths first, then addressing areas for growth with specific examples. I focus on solutions, not criticism, and frame suggestions as opportunities for further success. Encouraging open dialogue and setting clear development goals ensures they feel valued and motivated.

As a Business Coach, former HR Manager, and Organizational Development expert, I see feedback as a growth tool — especially for top performers. Forget the “sandwich method.” Clear, appreciative, and forward-focused feedback works best. I use the SBI model (Situation–Behavior–Impact) and ask: What’s the next development step? High performers want clarity, not comfort. Feedback should inspire potential — not just rate performance. Feedback is not a formality. It’s a lever for growth. How do you challenge and support your top talent?

Em minha atuação em liderança gosto de utilizar a metodologia feedfoward. Diferentemente do feedback, que é um retorno sobre algo que já passou, o feedfoward traz uma abordagem mais proativa que direciona o olhar do funcionário para o futuro. No contexto corporativo se trata de uma análise de comportamento a fim de identificar habilidades a serem desenvolvidas e a partir disso construir orientações voltadas para o desenvolvimento de competências e habilidades, promovendo uma perspectiva mais construtiva de forma que o colaborador alcance o seu pleno potencial.

I once worked with a high performer who struggled with delegation—his perfectionism led to burnout risks. Instead of just pointing this out, I framed it as an opportunity: 'How would it feel to have more bandwidth by trusting your team more?' By starting with his strengths, then shifting the focus to growth, we co-created small, actionable steps. Months later, his team flourished—and so did he. Even top performers need feedback, but how we deliver it makes all the difference. How do you approach these conversations?

Your feedback should support their development by acknowledging their accomplishments. Open with positive feedback before showing them the data and examples that demonstrate improvement areas. Present graduate-level training options to let employees advance their abilities. The coaching approach involves asking questions that help people reflect on themselves. A senior employee improved their leadership abilities through participation in a specialized training program from the past. The discussion should maintain equilibrium through demonstration of mutual benefits arising from professional progress. Employees maintain their engagement and motivation when they recognize feedback leads to their career progression.