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Module 2 · Constructive feedback

Giving constructive feedback

Reading · 10 min · Lesson 2 of 2

Giving constructive feedback

Feedback is the engine of clinical supervision. Done well, it grows the 's confidence and competence. Done poorly, it shuts the relationship down.

Some principles that hold up

  • Specific over general. "You opened that conversation by reflecting back her exact phrase 'still grieving' — and her shoulders dropped" lands. "Good listening today" doesn't.
  • Behaviour over personality. Talk about what was done, not who the person is. The can change a behaviour. They can't change being themselves.
  • Strengths first, gaps next, plan together. Always end on what to try next.
  • Invite reflection before giving feedback. "What did you think went well?" "What would you do differently?" Often the will name what you would have named anyway — and they own it more.
  • Don't sandwich. Insincere praise either side of criticism is patronising. Be honest.
  • Pair feedback with structured tools. Use the Academy Observation sheet — it links what you saw to specific competencies, which makes the conversation concrete.

A simple structure

  1. What's the focus today? Agree what to talk about up front.
  2. The 's reflection. What stood out, good and bad?
  3. The supervisor's observations. What you saw, with examples.
  4. Discussion. Where do you agree, where don't you, what do you each notice in the gap?
  5. Plan. One or two specific things to try before the next session.
  6. Record it. Brief notes — what was discussed, what was agreed, when next.

Receiving feedback yourself

Supervisors are also learners. Ask the what they need from supervision, and what's not working. Model the openness you are asking them to bring.

A note on power

You hold institutional power in this relationship. Be aware of it. Make space for the to disagree, to push back, to bring you the things they don't think they can fix on their own.

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