首页技能中心giving-feedback

Giving Feedback

该 Skill 接收具体情境、可观察行为、影响、反馈类型和关系背景，按情境—行为—影响结构产出可直接使用的反馈文本，区分表扬与建设性反馈，并附改变请求或保持建议、开场白、对话问题及校准提示。它仅依赖语言模型生成，不含外部工具或自动发送能力。

mohitagw15856

热度 9.03

最近更新 2026-07-16 22:46:13

分类：协作依赖：纯提示词应用场景：邮件起草 / 模板 / 工作流

安装技能

复制下面的话术发给你的 Agent，它会通过 secure-skills 检索并安装该技能。

执行命令安装此 skill： npx secure-skills-cli add giving-feedback

Metadata

name: giving-feedback
description: Turn a vague concern into specific, kind, actionable feedback. Use when asked to give feedback, write a feedback note, prepare to tell someone something hard about their work, or coach a report/peer. Produces ready-to-deliver feedback structured on situation–behaviour–impact, separating observation from judgement, with the change requested and an opening line — calibrated to praise or constructive.
homepage: https://mohitagw15856.github.io/pm-claude-skills/skill/giving-feedback.html
metadata: {"openclaw":{"emoji":"📨"}}

Giving Feedback Skill

Most feedback is useless because it's vague ("be more proactive"), judgemental ("you're careless"), or sandwiched into mush. Good feedback is specific, describes behaviour not character, names the impact, and makes the ask clear. This skill turns a fuzzy concern into feedback the person can actually act on — delivered with enough care that they hear it.

Required Inputs

Ask for these only if they aren't already provided:

What happened — the specific situation and the observable behaviour (not your conclusion about them).
The impact — what it caused (for the work, the team, the customer, you).
Type — reinforcing (praise worth repeating) or constructive (change needed). Both deserve specificity.
The relationship & context — report, peer, manager; and any relevant history.

Output Format

Feedback: [topic] for [who]

1. The core (SBI) — the spine of good feedback:

Situation — when/where, specifically ("In yesterday's client review…").
Behaviour — what they did, observable and neutral ("…the demo skipped the pricing slide").
Impact — the effect ("…so the client left unsure what it costs, and emailed to ask").

2. The ask — for constructive: the specific change ("next time, walk the pricing slide before Q&A"). For praise: name what to keep doing and why it mattered (praise that's specific gets repeated).

3. Opening line — how to start so they're ready to hear it (ask permission / state intent: "Can I share something from the review? I want the next one to land even better.").

4. Make it a dialogue — 1–2 questions to invite their view ("How did it feel from your side?"), because feedback is a conversation, not a verdict.

Calibration note — keep it timely (soon, not saved for the review), private if constructive, and about the behaviour, never the person.

Quality Checks

Built on situation–behaviour–impact, with each part concrete
Behaviour is observable, separated from judgement of character
The requested change (or the keep-doing) is explicit and actionable
It opens in a way that lowers defensiveness
It invites the other person's perspective — a dialogue, not a verdict
Praise is as specific as criticism (vague praise doesn't reinforce)

Anti-Patterns

Do not judge character ("you're disorganised") — describe behaviour ("the doc was missing the dates")
Do not use the feedback sandwich — burying the point in praise muddles both; be direct and kind
Do not be vague ("be more strategic") — if they can't picture the change, it's not feedback
Do not save it for the review — feedback works when it's timely and low-stakes, not stockpiled
Do not make praise generic ("great job!") — specific praise is what gets the behaviour repeated