There are some things that can stand in the way of effective feedback. Some employment atmospheres are not open, and lack of candor inhibits true communication, especially about difficult issues. Remember, too, that criticism hurts. Avoid these pitfalls to make your constructive feedback most effective:

• Procrastination makes the situation worse. Behavior in the workplace does not often change and a problem usually gets worse. Waiting until a situation is desperate is unfair, wasteful, and counterproductive.
• Timing the conversation is tricky. Constant, regular communication is the ideal, and it is true that immediate feedback is most effective. But do not initiate any conversation if your own emotional state affects your objectivity or knowledge of the situation. Since the purpose of the conversation is to change behavior, both parties must be receptive. Avoid feedback conversations when it is particularly busy, if privacy cannot be guaranteed, when either party is tired or upset, or if it's too late for the conversation to have a meaningful impact.
• Conversation may seem artificial. Initially it may seem artificial to follow a script. However, failure to act has more dangerous consequences than the perception that it is difficult to give constructive feedback. Try to be as conversational and natural as possible, but don't make it your primary focus - you're there to change behavior.
• Criticism seems personal and mean-spirited. Attacking the individual is beyond the scope of a business conversation. Besides that, it almost guarantees that the desired behavior change will not occur permanently and leaves you open to legitimate criticism. Still, you must address problems caused by someone's performance. Never criticize the individual, but rather focus on the actual behavior.
• Anger and defensive behavior are unpleasant, especially when directed at you. When challenged, the best strategy is respectful and active listening. Let the other person vent. As difficult as it may be to have employees verbally attack you, the process of getting it off their chest may actually help them be less resistant to change and, by listening carefully, you may learn something that you need to know.
• Failing to ask the right questions can be costly. For the constructive feedback to be effective, it must be comprehensive. You must probe to get all of the facts and the perceptions. Plan ahead to ensure that you cover all of the issues. Having a list in front of you will help especially if you are sidetracked by the conversation that occurs.
• Having hidden agendas is destructive. Honest and open dialogue does not allow for either party to play games or use the situation to further another purpose.
• Taking things too personally and losing your objectivity can be harmful. You may feel personally betrayed. If you experience this type of emotion, it's best to resolve those issues first before confronting the other party about work-related issues.
• Avoiding your personal opinion is a good idea. These conversations must be business-based to be appropriate.
• Trying to do too much in one meeting is not a good idea. Focus on one issue at a time. Addressing many concerns may overwhelm the employee and may be too much to adequately address and resolve in one conversation.
• Failing to plan and rehearse can be costly. You can practice and learn to give feedback well. You must practice to improve your skill level until the complex process of putting together all of this material becomes second nature.
• Failing to document the conversation and your actions is not a good idea. Since there is always the possibility that the conversation may be misconstrued or may form the basis for disciplinary action at a point in the future, you must document that it occurred. Additionally, the documentation makes it easier to follow up in an organized manner.