“You’re doing great, keep it up!”
“There are some issues with your performance that we need to discuss.”
Sound familiar? If you’re a manager, you’ve probably given feedback like this before. And if you’re being honest, you probably knew it wasn’t particularly helpful – but you weren’t sure how to do it better.
Here’s the thing: most of us are terrible at giving feedback. We either avoid it altogether (until we can’t anymore), or we deliver it in a way that’s so vague or overwhelming that nothing actually changes.
But feedback doesn’t have to be awkward, ineffective, or something you dread. With the right framework, it can actually strengthen relationships, improve performance, and make your job as a manager much easier.
Introducing PEERS: A Framework for Feedback That Actually Works
Over my 12+ years in HR, a simple framework I find myself using that takes the guesswork out of giving feedback is PEERS. It works for positive feedback just as well as constructive feedback and it’s something I recommend to all my clients.
Here’s how it works:
P – Permission
This doesn’t mean asking “please may I give you some feedback?” (although that can work too). It means checking that they’re actually in the right headspace to receive what you’re about to say.
I usually say something like: “I’d like to give you some feedback, if that’s okay.”
Why this matters: If someone’s just walked into your meeting after their car broke down, or they’re worried about a sick child, your feedback isn’t going to land well. A simple check gives them a moment to mentally prepare – or lets you know if now isn’t the right time.
E – Explain
Describe the specific behaviour or situation you observed. Be concrete, not general.
Instead of: “You’ve been having attitude problems.”
Try: “I’ve noticed that in the last three team meetings, you’ve interrupted colleagues when they’re speaking.”
Instead of: “You’re doing brilliantly!”
Try: “I noticed how you handled that difficult client call yesterday – you stayed calm and found a solution even when they were shouting.”
The magic phrase: “I’ve noticed that…” – it keeps you focused on specific, observable behaviour rather than assumptions or hearsay.
E – Effect
This is the part most people miss, and it’s crucial. Explain the impact of that behaviour.
People often don’t realise the effect their actions have. Someone who’s always 15 minutes late might think it’s no big deal – they’ll just have a shorter lunch or stay late. But when you explain that it means team meetings can’t start on time, or that it’s demotivating for colleagues who always arrive punctually, suddenly they understand why it matters.
Examples:
- “The impact this is having is that we can’t start our team meetings on time.”
- “The effect is that other team members are coming to me with questions they should be bringing to you, because they’re nervous about approaching you.”
- “The result is that the client has rebooked for next year and specifically asked for you again.”
R – Required
Clarify what you expect to see going forward. Don’t just tell people what’s wrong – tell them what right looks like.
Examples:
- “Moving forward, I need you to be on time for all meetings and start times.”
- “Going forward, I’d like you to let people finish their points before responding.”
- “I’d love for you to handle future client issues with the same approach.”
Many managers skip this step, but it’s essential. People can’t read your mind about what “better” looks like.
S – Support
Ask what support they need to make the change happen.
This turns the conversation from a telling-off into a problem-solving discussion. Maybe they need training, different resources, or just clarity about priorities. Maybe they’re struggling with something you don’t know about.
Examples:
- “What support do you need to help you be on time consistently?”
- “How can I help you feel more confident speaking up in meetings?”
- “What would help you replicate this approach with other challenging situations?”
PEERS in Action: Real Examples
Constructive Feedback Example:
“I’d like to give you some feedback, if that’s okay. [Permission] I’ve noticed that you’ve been 15 minutes late every day this week. [Explain] The effect this is having is that we can’t start our team meeting on time, and you miss the prep time you need to present your section effectively. [Effect] Moving forward, I need you to be here on time every day. [Required] What support do you need to help you do that?” [Support]
Positive Feedback Example:
“I’d like to give you some feedback about yesterday’s project. [Permission] I noticed that you handled everything brilliantly – the planning was perfect and everything ran smoothly. [Explain] The impact is that the client is so happy they’ve already rebooked for next year. [Effect] I’d love for you to approach future projects the same way. [Required] What support do you need to keep delivering at this level?” [Support]
Why PEERS Works
It’s specific: You’re talking about actual behaviour, not personality traits or vague impressions.
It’s balanced: The person understands both what happened and why it matters.
It’s forward-looking: Instead of dwelling on what went wrong, you’re focused on what needs to happen next.
It’s collaborative: By asking about support, you’re working together to solve the problem rather than just pointing it out.
It works for everything: Whether you’re addressing poor performance or celebrating success, the framework keeps you on track.
Important Caveats
It’s a framework, not a script. You’ll often need to pause and explore what’s really going on. If someone says they’re struggling to be on time because of childcare issues, that’s a different conversation than if they’re just not prioritising punctuality.
Always follow up in writing. After any feedback conversation, send a brief email summarising what you discussed and what was agreed. This protects everyone and ensures you’re both clear on next steps.
Practice makes better. Like any skill, giving feedback gets easier the more you do it. Start with smaller issues rather than waiting for big problems to develop.
Be a better manager, use PEERS
Good feedback shouldn’t be a mystery. When you use a clear framework like PEERS, you can have conversations that actually change behaviour, strengthen relationships, and make your workplace better for everyone.
The best managers aren’t the ones who avoid difficult conversations – they’re the ones who have them skilfully. And with PEERS, that’s exactly what you can do.
Want to dive deeper into having difficult conversations and managing performance? Check out my training courses, or get in touch if you’d like ongoing support with managing your team.