This guidebook describes for managers how and when to give effective feedback. It emphasizes the need for frequent feedback so that employees may feel confident about what they are doing right and can work on areas in which they are less proficient. Feedback should also be used as a tool for development, which means that feedback, which should not be confused with nonspecific praise or criticism, can be used to solve performance problems. The feedback should be linked to specific situations that happened in the recent past. It should specify the behavior and make clear the behavior's impact. Managers should avoid trying to interpret the reasons behind the behavior (e.g., an employee's divorce or difficult childhood) and should limit themselves to describing the behavior. To be most effective, feedback should be delivered in an atmosphere of trust. This means that the manager should catch people doing things right so that any negative feedback is balanced against a framework of positive comments. In delivering the feedback, the manager should make an appointment and give the employee a private setting. Managers must be sensitive to the balance of power and should give the employee a chance to talk. Finally, managers must try to anticipate the employee's response to feedback and be sure to keep the feedback focused on the matter before them. (RJM)