Clear, practical English for intermediate and advanced learners. Speak Better English with Harry helps you use natural English with confidence in real situations — at work and in everyday conversations. Each episode focuses on vocabulary, collocations, phrasal verbs, and expressions that native speakers actually use, explained clearly and simply by an experienced native English teacher. This podcast is ideal if you already know the basics and want to sound more natural, fluent, and confident when you speak English.
In this Business English lesson, you'll learn how to give constructive feedback about someone’s work, an idea, a draft, a proposal or a decision. You’ll learn phrases for pointing out a problem, explaining why something needs to change, asking someone to revise their work and suggesting a better next step.
You’ll also learn how to keep criticism focused on the work rather than the person, and how to make your feedback specific and useful.
This episode is useful for non-native English speakers who use English with colleagues, managers, clients, contractors and suppliers.
Improve your Business English vocabulary and learn practical English phrases you can use in meetings, project discussions and everyday workplace conversations.
In meetings, you may know exactly what you want to say but still need a few extra seconds to find the English. You may also hesitate because you’re not sure whether a phrase sounds natural, too direct or too weak.
Take my free Meeting English Quiz and try 8 real meeting situations. You’ll see which answers work well in English and where you may need better phrases for meetings.
If you’d rather work on your English with a teacher, book a free trial lesson. We’ll look at the situations you deal with at work and decide what you need to improve first.
Hi there and welcome to Advanced And in this particular business English podcast, we're going to take a walk through how to give constructive feedback in English. I'm going to help you to get a English language without overly without confusing you. And as I indicated, we're provide constructive feedback. And the important word here is constructive, where something is helpful, informative, and, um, occasionally honest. Yeah. So you might think this is mostly one way like downwards from a manager to you or to a subordinate. But feedback can work both ways. So you can provide feedback to same level, or people reporting be given from you upwards to a Okay, so we're not really just performance review where there Uh, that's certainly one type, Now, I believe feedback should always be treated like, um, like a sandwich. Okay, so you have the two slices of bread on the outside of the sandwich. And this is when you give your positive comments and anything negative is you're filling in the middle. And of course, it doesn't always Your feedback can be helpful and critical, but something that is that you're talking to. So when asking for feedback, you often know where and what the problems are, but you may be unsure as to how to raise the issue without sounding either rude or without hurting someone's feelings. And are you going to be too too soft, which is not going to And will the person understand And an important point is also, actually trying to help them and sake of it? So there are three steps that I One, say exactly what you're any room for misunderstanding. You say exactly what you're Two explain why it matters. So what is the reason why you're reason isn't so obvious? And then three Give the person changed or what is needed. And this is where the help comes And another point that you might the action, what happened. But at all costs, try and avoid about the person. So we want to depersonalize it. And this is really, really important when you're giving constructive feedback. It's about the work. It's about the content. It's not necessarily about the So let me give you an example. You might be working on a think something needs to change. Part of the work, or you need to manager so you can see feedback across, and also downwards. So instead of saying you're not would be a personal attack. You should talk about what does So for example, the updates has actually started the work. So from this you're going to be now you have a specific thing The person's doing the work, arriving when it's needed. Okay. So you're not critical of the You're being critical of how it's delivered or when it's delivered. So there is room for something to be changed, something to be improved. And this feedback is both And for those of you who use together a short quiz called It has eight common meeting what you're already doing well little more help. You can take the quiz at use the link in the description Now, it's also important that asking a question can be useful and helpful when you're providing that constructive feedback. So instead of telling someone what they should do and where you run into the difficulty that you might sound a little dictatorial, you could ask them, what do you think now might help the situation? So you're posing the question. The person can see you're trying you to provide the solution. So what we're looking for in all If you feel you should ask a question, then of course do that. But sometimes you definitely So in that situation, there's no You're better off actually make sure it is said clearly. And as I emphasize before, it's So we want to look at ten And put these into some context so that you can understand how you would put them into practice. Now remember what we're trying to achieve is providing constructive feedback that is both helpful and clear and honest. And above all, avoid making it And remember my example of the Okay. Number one, you've been asked to before it was sent to a client. The structure looks good, but doesn't explain the figures or So here what is missing is Yeah, everything else is good relating to some figures. And that's the critical point. And it's only this point that you're going to give some constructive feedback. Everything else is okay. So you might say mm. The overall structure works But one thing I might look at is I think we need a little more So that detail might be relating you arrived at the figure. Example number two. I like the general direction and I'm not sure about. So here. Yeah, there's some aspect of how You're not so clear on. Okay. So again, it's a typical situation that you might be faced with. So you simply explain what you So it can be, um, improved. Okay, so you like the general piece has been done, but you're So the colleague presents an You like it, but on reflection, you don't think the timetable is realistic. So you might say something like MM. Yeah, I like the direction. But one thing I'm not sure about What do you think? So there's the question again. Or I don't think we've allowed What do you think. And again here you're putting in So no open criticism of the You've even asked the question. So you're avoiding that sense of Okay. Number three, I can see what The achieve. The difficulty with that option And then you could add what we So here what you're doing is You're not asking questions. There's a problem. There's an area that needs So you'll want to offer a So we identify the area of And that's really important because it's important then to add a solution to get you over the line. So the example um a client wants project, but they still expect delivered on the original date. As set out in the proposal. You might say to the client, trying to achieve and I have no However, the difficulty is that within the current time frame. What we could do instead is. And here's the solution. What we could do instead is move of the project, and then So this works because you've You have acknowledged that the idea was workable with a minor adjustment and then offering a solution. So no criticism of the client. Very clear feedback and a And the solution is very Number four, the first version Could you rework blah blah blah stay as it is. So here the problem is that the clear and very close to what you of a rework needed in one part. So that's what you're going to And then you're going to underline the fact that it is perfect and it can stay as it is. So here's your really And this works. No criticism of the person The colleague. The main body is just what is And emphasize that only one part So let's look at an example. A designer has sent you draft one or the first version of a new campaign. The general design is in line what had been discussed. But the main message is not really as prominent as you would like. So you might say something like That first version is very close rework the opening of that main it a little bit more prominent? The rest, I think, can stay as Agreed. So good communication, clear It is only one part that needs that everyone is then happy. So you're not standing on Example number five. That table or those figures are else before we can go live. Now this particular focus on criticism will work because you You want the figures to be will be needed before you can So everybody knows the timetable So let's look at an example. Another department sends you the figures that you had requested, but it would help if they were divided, for example by region before you include them in your Forecast. So you might say, well, thanks They are useful, but it would broken down by region. So we can use them in the Could you reissue those and add So here we've got very, very clear ideas of where the problem lies. And there's no misunderstanding or no idea that you're not being absolutely clear. Now compare that with something like if you had simply said, you haven't given us enough detail, so you got the figures and you simply say you haven't given us enough detail, it immediately becomes a you versus them or her or him. So it becomes somewhat And that's not what we want. It sounds like a personal It doesn't highlight how this could be rectified or how it could be improved, whereas my example clearly sets out how you could improve the figures and then everything will be working out perfect. Okay. Number six, how do you think we Now this approach is a real because you're not presenting You're asking them for their a workable solution. So it's a great example of that alternative approach where you ask a question, and this approach by asking the question, is a great way of reducing the risk of being seen as too hands on and not involving others in the solution. So how do you think so? You know, there's a question. How do you think so? You're being Inclusive, not Okay, let's give you an example. If you're helping a new colleague, for example, to prepare a client presentation, the information is correct, but one slide is difficult to follow. So you might say something like, It's really bang on and bang on its colloquial slang, meaning it's accurate. That's bang on. How do you think we could make this part easier for the client to follow? So here's the question. Here's the inclusivity. Here's where you're putting it back to the individual to see how he can or she can have an input as to how things can be improved. Now, a slight word of caution It is nice to use the question Okay, it is really nice. And this will keep the colleague Okay. Um, and it will help to solve the problems and they will be part of the solving of the problem. But just be careful. If the problem is very obvious, not hide it in a question. So be careful that you are not identifying a problem, but if problem is very obvious, then Okay. For example, um, if the logo have to highlight it. Yeah. You can't just ask them what they think about the logo because it's obviously the wrong logo. So you have to point that out. Okay. Or if the photo that has been photo, then you have to be very and say clearly and politely. So just bear in mind that what constructive criticism, not just Not a question of saying, I'm I'm sorry, or you're too It's identifying a problem, avoiding the necessity of, um, making it too personal. Now, number seven, one thing really help if. Now this works in two ways. One, you highlight the problem. For example, I noticed that two, will solve the issue. It would really help if. So, this is where you present So it's very clear and you're Okay, now don't fall into that trap of being openly critical without helping. So falling into a trap again. That's colloquial English. Means don't make the mistake. So don't fall into the trap of being openly critical without offering help. Okay, so if you just say, oh, you're poor at communication or you're disorganized, these are, um, red rags to anybody and they'll just close up and they'll feel hurt or they're not likely to be part of the solution. So those type of approaches are conversations, but not in this Here we are trying to offer Now let's give an example. A colleague sends project updates, but they arrive after the work on the project has already begun. So either it slows down the completion or the project hasn't really been successful because you didn't get the information you needed. So you might say something like One thing I've noticed is that we've already started the work. So there you identify the You set it up front. There's no point asking the You know what the problem is. And then here's your solution. It would be really helpful if you could get those figures or that input to us, let's say a day earlier. Is that something you could work So there you pose the question and the person will see that the work that he's doing is good, but unfortunately, it arrives too late. So here it's very clear where There's clear communication, and what the deadline was. Now you've clarified that to be able to work around that in the future. Number eight, could I mention one thing that I think would help? Now, this is a great way to give feedback, particularly if you're giving it to someone above you, like a boss or your direct reporting line. Okay, could I mention one thing So here we would be slightly Okay, we're being clear, of being a little more careful with thing that I think would help? So, you know, we're not saying Okay. So let me give you an example. Uh, the manager sometimes changes the priorities in mid project. They all do that. But it is not always clear when Which of the existing tasks So you might say, could I perhaps mention one thing that I think would help the team going forward? Okay, so here you're putting Yeah. So when priorities change during as to which task should move. Perhaps in these situations we could agree what the top two priorities are and then move forward. So here you are identifying the That might not be obvious to the And you're also suggesting a Okay. So again we're very careful with We're very careful not to And we're including or using possibly or I think. Okay, so it's a good way to line or any time you're giving Now we're getting close to the So number nine, the main issue was, um, next time I would suggest. So here we're very carefully As I mentioned at the beginning, Okay, so our two slices of bread are the main issue was, you know, the next time I would suggest, okay, so, um, in this situation, we are making sure that we tell the person the good news. You've done good work. It's your slice of bread. The work was delivered more or time and another slice of bread. Now for the filler. If we have a problem. Um, it's that, you know, I might just like to suggest a couple of changes. Okay, so here is where you're introducing your filler, your criticism. That should be constructive. So what we're doing here is following a pattern, um, step by step. One praise or an offer of Two identify the problem. Three then show you how you can works in the future. Okay, so praise and solution. And in the middle, the problem. Let's give an example that will help you to understand it a little better. Let's say you've completed a went very well. The issue that you have now is approval on this new project a So that resulted in a lot of before the launch. So you simply say, well, next off from the client before we Okay. So here you identify the issue, little bit too late. Then tell them the solution. That's the next time. This is what we're going to do. We're going to provide it two And therefore you avoid that result of the problem. Okay. Now finally at number ten, sorry, I said I give you ten examples. So here's the last one. You are consistently strong at. The area I'd like to focus on So here we have a good way of about constructive criticism. This works because you're balancing the good you're consistently strong at and it's really good. And then the feedback Perhaps and that can be done. I'd like you to focus on certain Okay. So you're identifying areas for can work on in the future. So let's give an example. Um, someone on your team deals clients respect them for that. And they always make comment on But his meeting and follow up quality or indeed late. So you say to him, you know, you're really consistently strong with the clients and the feedback we get is really very positive. And the area now that I'd like you to focus on and improve is to keep the notes up to date, make them a little bit more concise, and try and get them done immediately after the meeting. What do you think and how do you the work going forward? So presenting the problem, presenting a work around and inviting them to be part of that solution. So notice you're not giving a vague compliment to sweeten the pill. And the criticism is not trying to, um, make the person look bad. In fact, it's really points, his definite strengths. You are constantly and Okay. But you do want them to improve Okay, so hopefully that's ten helpful ways and useful ways in which you can give constructive feedback or criticism in business. English, in the working will change from time to time, talking to a colleague or to a reporting to you. But the ideas are fundamentally Talk about the specific Don't make it about the person Okay. And the reason why that's important is that it will take away any personal aspect to it and avoid you being looked on as somewhat dictatorial. So instead of this isn't good or Tell them what isn't working and Okay. So as always, if you need any help or you'd like some more examples, you know where to find me. www.englishlessonviaskype.com and always happy to help. So this is Harry thanking you And as always, join me again for
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