Real-world examples of feedback sessions with employees that actually work

Before we walk through detailed examples of feedback sessions with employees, anchor on this: the best examples all have three things in common.

They are specific about behavior, not vague about personality. They happen regularly, not just at annual review time. And they feel like a conversation, not a verdict. Everything that follows is just different flavors of those three ideas.

According to research highlighted by Harvard Business Review, employees learn more when feedback focuses on observable behaviors and future actions rather than personal traits. Keep that in mind as you read the examples below and picture how you’d tailor them to your own voice.

Example of a strengths-focused feedback session with a high performer

Let’s start with one of the most overlooked scenarios: the high performer who mainly hears, “You’re doing great, keep it up.” That’s not feedback; that’s a pat on the back.

Context: An experienced project manager, Maya, consistently delivers on time and is a go-to person for cross-team work.

How the session might sound:

“Maya, I want to use this time to talk about what you’re doing that’s working so well and where we can stretch you next. On the last two launches, I noticed you brought the marketing and engineering teams together early. The way you summarized both sides’ needs in that kickoff doc kept us from arguing about scope later. That skill—translating between groups—is something not everyone has.

Over the next six months, I’d like to give you more visibility. One example of that is having you co-lead the quarterly roadmap presentation. How does that sound, and what kind of support would you need from me to feel ready for that?”

Why this works:

• It calls out specific behaviors, not just “you’re amazing.”
• It links feedback to future opportunities.
• It invites the employee into the planning, instead of assigning them a destiny.

When people search for examples of feedback sessions with employees, they often forget that reinforcing strengths is just as important as correcting issues. This kind of session keeps your top performers engaged instead of quietly looking elsewhere.

Examples of feedback sessions with employees who are missing deadlines

Now let’s move to a tougher but very common scenario: missed deadlines.

Context: Jordan, a mid-level analyst, has missed three reporting deadlines in two months. Quality is fine, but timeliness is not.

How the session might sound:

“Jordan, I want to talk about the last few reporting cycles and how we can get things back on track. Over the past two months, the monthly reports were two to three days late. That caused issues for finance, because they build their forecasts off your numbers.

I’ve noticed you’re often still pulling data the morning the report is due. Walk me through your process from the moment you get the request to the moment you send the report. I want to understand where the bottlenecks are.

Based on what you’ve shared, here’s what I’d like us to try for the next cycle: you’ll block two hours on your calendar the day after the data refresh, and you’ll send me a draft report 24 hours before the due date. We’ll use that as a checkpoint. Let’s also agree that if you see a delay coming, you’ll flag it at least a day in advance so we can adjust. How does that plan feel to you?”

What this example of a feedback session does well:

• Starts with facts, not accusations.
• Invites the employee to describe their process.
• Ends with clear, observable commitments.

This is one of the best examples to model when you’re dealing with performance issues that are fixable with better systems and communication.

Example of a feedback session with a remote employee who seems disengaged

Since 2020, remote and hybrid work have reshaped how feedback happens. Many managers now have to read between the lines of camera-off meetings and delayed chat replies. Gallup’s ongoing research on engagement shows that regular, meaningful conversations still matter just as much in remote settings (Gallup, 2023).

Context: Priya works fully remote. Her work is technically fine, but she’s quiet in meetings, rarely turns on her camera, and doesn’t contribute ideas like she used to.

How the session might sound:

“Priya, I wanted to check in on how work has been feeling lately and also share some observations. Over the past couple of months, you’ve been quieter in team meetings and I’ve seen fewer ideas coming from you in our planning docs. In the past, you were one of the first to suggest improvements.

I’m not assuming anything is wrong, but I don’t want to guess. How are you feeling about your workload, the projects you’re on, and the team dynamic right now?

Thank you for sharing that you’ve been feeling disconnected from the team. Here’s what I’d like to try together: for the next sprint, I’ll ask you to lead the brainstorming segment for one of our planning calls. I’ll also set up a short weekly 1:1 just for us to talk through ideas and roadblocks. On my side, I’ll make sure I’m calling on you more intentionally in meetings, but only in areas you’ve said you’re comfortable with. What else would help you feel more plugged in?”

This is a good example of feedback that combines observation with genuine curiosity. When people look for real examples of feedback sessions with employees in remote settings, this kind of script helps them move beyond “You seem quiet” into a problem-solving conversation.

Examples of feedback sessions after peer complaints about behavior

Sometimes, feedback is triggered by complaints from coworkers. This is where many managers freeze, because it can feel like you’re walking into conflict.

Context: Several teammates have privately shared that Alex interrupts them in meetings and dismisses their ideas.

How the session might sound:

“Alex, I want to talk about something I’ve observed and also feedback I’ve heard from the team. In the last three product meetings, there were moments where you spoke over others while they were still talking. One example was when Sam was explaining her proposal and you jumped in before she finished. Afterward, two people told me they felt shut down.

I know your intention is to keep us moving and avoid wasting time; that’s something I value about you. The impact, though, is that some teammates feel their ideas aren’t being heard, and that can limit the quality of our decisions.

For the next month, I’d like you to try two things: first, when someone is speaking, wait a full second after they finish before jumping in. Second, if you disagree, start with a summary of what you heard before offering your perspective. I’ll also give you a quick thumbs-up or thumbs-down in chat after meetings so you get immediate feedback on how it felt in the room. How does that plan sound, and what might get in the way?”

This is one of the best examples of feedback sessions with employees where behavior is the issue, not technical performance. Notice how it:

• Names specific incidents.
• Acknowledges positive intent.
• Focuses on impact and concrete new behaviors.

Example of a development-focused feedback session during a career conversation

Feedback isn’t only about fixing problems. It’s also the raw material for career development plans.

Context: Taylor (the employee, not me) wants to move into a leadership role in the next 12–18 months.

How the session might sound:

“Taylor, since you’ve said you’re interested in moving into a lead role, I’d like us to use this time to talk about where you’re already showing leadership and where you can grow.

Here are two examples of leadership I’ve seen from you recently: you organized the incident review last month and kept the conversation focused on learning instead of blame, and you stepped in to mentor our new hire without being asked. Those are strong signals.

To be ready for a formal lead role, there are a few areas we should build: influencing peers who disagree with you, and presenting to senior stakeholders. For the next quarter, I’d like you to own the next cross-team project and present the outcomes at our leadership meeting. I’ll help you prep, and after each presentation we’ll have a feedback session to talk through what went well and what to adjust.

How does that align with how you see your strengths and growth areas?”

When people search for examples of feedback sessions with employees for development, this kind of conversation shows how to connect feedback to concrete stretch assignments instead of vague “leadership potential.”

Example of a feedback session after a serious mistake

Everyone dreads this one: something went badly wrong, and you have to address it.

Context: Dana sent a client-sensitive document to the wrong distribution list, exposing internal pricing details. The company contained the issue, but it shook trust.

How the session might sound:

“Dana, I know the email mix-up last week was stressful, and I want to talk through what happened and how we prevent it in the future. First, I want you to know: one mistake does not define your career here. You’ve built a strong track record over the past two years.

The impact of this mistake was significant: the client saw internal pricing details, and we had to spend time repairing trust. Let’s walk step by step through what happened from the moment you created the email to when you hit send. Where do you think the process broke down?

Based on what we’ve discussed, here’s what I’d like us to put in place: for any email going to external distribution lists with sensitive information, you’ll use the new template IT provided and have a peer review the recipient list for the next three months. I’ll also make sure the whole team is trained on the updated process, so you’re not the only one carrying this.

How are you feeling about this plan, and is there anything you need from me to feel confident going forward?”

This example of a feedback session balances accountability with psychological safety. Research from organizations like the NIH has shown that people learn more from mistakes when they feel safe enough to be honest about what happened.

Examples include quick “micro-feedback” sessions between formal reviews

Not every feedback session needs a calendar invite and a 30-minute slot. Some of the best examples of feedback sessions with employees are informal, two-minute conversations that happen right after the work.

Context: After a customer call, you want to give immediate feedback to Sam, a new account manager.

How the session might sound:

“Sam, you have a minute? I want to share a quick observation from that call. I liked how you summarized the client’s main concern in your own words before suggesting options. That built a lot of trust.

One thing to tweak next time: when they asked about implementation timelines, you jumped straight to a firm date. In cases like that, it’s safer to say, ‘Our typical range is X–Y weeks, but let me confirm with our delivery team and follow up by tomorrow.’ That keeps us accurate and still confident.

For our next call, try that phrasing and we’ll debrief again afterward.”

This kind of micro-session is a real example of how continuous feedback looks in practice. It’s short, specific, and immediately tied to the work that just happened.

How to structure your own feedback sessions using these real examples

You don’t need a script for every word, but using a simple structure makes feedback sessions less stressful for both sides. When you look across all these examples of feedback sessions with employees, a pattern appears:

1. Start with purpose
   Open with why you’re having the conversation: “I want to talk about how we can make your reporting process smoother,” or “Let’s use this time to support your move into leadership.”

2. Describe specific behavior and impact
   Stick to observable facts: dates, meetings, deliverables. Then connect them to impact on the team, clients, or goals.

3. Invite their perspective
   Ask, “How does this land with you?” or “Walk me through how you approached this.” Feedback is more accurate and fair when you understand their context. This aligns with guidance from the U.S. Office of Personnel Management on ongoing performance conversations.

4. Co-create next steps
   In the best examples, the manager doesn’t just announce a verdict. They suggest options and then ask, “What would make this realistic for you?”

5. Confirm and follow up
   Close with a quick recap: “So we’re agreeing that for the next three reports, you’ll send me a draft 24 hours early, and we’ll review how it’s going in our 1:1s.” Then actually follow through.

When you adapt any example of a feedback session from this guide, run it through that five-part lens. It keeps you grounded and reduces the odds of the conversation going sideways.

FAQ: examples of feedback sessions with employees

Q: What are some quick examples of positive feedback I can give in a session?
You might say, “When you took the initiative to document that process, it saved the team time this week,” or “Your calm tone on that difficult customer call helped de-escalate the situation.” The key is to connect the behavior to a clear impact, not just say “Nice job.”

Q: Can you share an example of constructive feedback that doesn’t feel harsh?
One example of softer but clear feedback is: “In the last two meetings, you joined 10–15 minutes late. When that happens, we have to repeat information and we lose momentum. For the next month, I’d like you to either join on time or message the group ahead if something blocks you. What would help you make that shift?”

Q: How often should I have feedback sessions with employees?
Research from organizations like Gallup suggests that employees are more engaged when they have meaningful conversations about work at least once a week. That doesn’t mean a formal sit-down every time, but it does mean weaving feedback into your regular 1:1s and project check-ins instead of saving it all for annual reviews.

Q: Are written examples of feedback sessions helpful, or should I just “speak naturally”?
Written examples are a great starting point, especially if feedback makes you nervous. Use these real examples of feedback sessions with employees as templates, then adjust the language so it sounds like you. Over time, the structure will become second nature and you’ll rely less on scripted phrases.

Q: What are examples of feedback sessions that backfire, and how do I avoid them?
Sessions backfire when feedback is vague (“You need to step up”), late (months after the event), or personal (“You’re just not leadership material”). To avoid that, focus on specific behaviors, give feedback as close to the event as possible, and tie the conversation to shared goals.

If you take nothing else from these examples of feedback sessions with employees, take this: feedback is a skill, not a personality trait. You don’t have to be charismatic or extroverted to do it well. You just need a clear structure, honest observations, and the willingness to treat feedback as a shared problem-solving conversation instead of a one-way judgment.