Olesia Ulianova

Soft skills Trainer and Education Manager

Feedback and Development Models for Managers

By

Giving feedback is one of the most delicate — and powerful — skills of a manager.
 Below are several structured models that help you provide constructive feedback effectively, empathetically, and with real impact.

The “Sandwich” Rule (+/–/+)

  • Start with something positive (+) — this builds openness and psychological safety.
  • Move to constructive criticism (–) — focus on specific behaviors and what can be improved.
  • End on a positive note (+) — express confidence in the person’s ability to grow and improve.

💡 This approach makes feedback easier to accept while keeping the focus on growth.

The “Bucket and Glass” Rule

Different people can handle different amounts of critical feedback.
 Some only need a “glass” — one small, specific comment — while others may be ready for a whole “bucket.”

Before giving feedback, assess the person’s receptivity and give as much as they can process productively, not more.

“If You Criticize — Justify It”

For criticism to be useful, it must be clear and evidence-based:

  • Explain what exactly is wrong and why it matters.
  • Always criticize the behavior, not the person.
  • Never imply incompetence — focus on actions and impact, not personality.

The GROW Model

Originally a coaching framework for goal setting, GROW is also an effective structure for developmental feedback.

  1. G — Goal: Clarify what goal the person was trying to achieve.
  2. R — Reality: Discuss what actually happened. How satisfied are they with the outcome (0–10)?
  3. O — Options: Explore alternatives — what else could they have done? How might a more experienced person approach it?
  4. W — Will: Define specific next steps. What will they change or try next time?

💡 This model shifts focus from mistakes to learning and ownership.

The STAR Model

A behavioral model that encourages self-analysis and reflection.

  1. S — Situation: Describe the context. What happened?
  2. T — Target: What was the goal or main task?
  3. A — Action: What actions were taken to address the situation?
  4. R — Result: What was the outcome? What did you achieve or learn?

💡 STAR helps people evaluate their own performance and extract lessons from real cases.

PPP Model (Problem – Cause – Support)

Discuss with the specialist:

  • What happened (the problem)
  • Why it happened (the cause)
  • What can be done next (your support and the corrective plan)

💡 This model balances accountability with care and partnership.

OMRA Model (Observation – Motive – Result – Action)

A dialogue-based approach:

  • Observation: What exactly happened?
  • Motive: What motivated the person’s actions?
  • Result: What was the outcome?
  • Action: What can be done differently next time?

💡 OMRA focuses on understanding intentions before suggesting corrections.

SLC Model (Successes – Learn – Change)

Used for team retrospectives or project reviews.
 Each team member shares:

  1. Their main successes
  2. The lessons learned
  3. The changes they plan to make next time

Then the team collectively identifies the most valuable success, key learning, and priority change.

B.O.F.F. Model (Behavior – Outcome – Feelings – Future)

  • Behavior: Describe what you observed.
  • Outcome: Explain what result this behavior caused.
  • Feelings: Share how it made you or others feel.
  • Future: Agree on what should change or continue next time.

💡 BOFF helps keep feedback balanced — factual, emotional, and forward-looking.

Comments