Best examples of constructive feedback for problem-solving skills

Strong examples of constructive feedback for problem-solving skills

Let’s start with what you probably came here for: actual wording you can use. These examples of constructive feedback for problem-solving skills are written so you can lift them almost verbatim and tweak as needed.

Think of each one as a template. You can adjust the role, project name, or metrics, but keep the structure: what you observed, why it matters, and what “better” looks like.

Example 1: Rushing to solutions without understanding the root cause

Feedback you can use:
“I appreciate how quickly you jump into action when something goes wrong. On the recent billing issue, though, we fixed the symptom but not the root cause, so the same error happened again the next week. Going forward, I’d like you to pause and spend a bit more time diagnosing the problem before proposing a fix. For example, try asking, ‘What’s changed recently?’ and ‘Where else could this be happening?’ before you choose a solution. I’m happy to walk through a root-cause analysis with you on the next incident so you can practice this approach.”

Why this works: It acknowledges a strength (speed), names the gap (root cause), and offers a specific behavior to change (ask diagnostic questions first).

Example 2: Overthinking and analysis paralysis

Feedback you can use:
“You’re very thorough in how you gather information, which is a big asset on complex projects. On the Q3 forecasting issue, though, we missed the decision deadline because you were still collecting data. For problems like that, I’d like to see you define a clear cutoff: for example, ‘I’ll gather data for two days, then decide.’ When the impact is moderate and reversible, it’s better to make a good decision on time than a perfect decision too late. Next quarter, let’s agree on decision deadlines upfront so you can balance analysis with action.”

This is one of the best examples of constructive feedback for problem-solving skills when someone is smart and capable but gets stuck in endless research.

Example 3: Not involving the right stakeholders

Feedback you can use:
“You did a solid job mapping out options for the customer escalation last month. Where it broke down was stakeholder involvement. Support and Finance weren’t looped in early, so we had to redo parts of the plan late in the process. For cross-team problems like this, I’d like you to start by listing who is affected and who has decision-making authority. Then schedule a quick alignment call before you finalize your proposal. This will help you solve the problem once, instead of revisiting it multiple times.”

This kind of example of constructive feedback for problem-solving skills is especially useful in matrixed or cross-functional organizations.

Example 4: Struggling to adapt to new tools (AI, automation, data platforms)

In 2024–2025, problem-solving almost always touches technology—AI assistants, data dashboards, or workflow tools.

Feedback you can use:
“You’re resourceful in finding workarounds when systems don’t behave as expected. On the inventory reconciliation issue, though, you solved it manually instead of using the new analytics dashboard. That meant the fix took longer and was harder to repeat. As our tools evolve, I’d like you to make a habit of asking, ‘Is there an existing tool or AI feature that can help me solve this faster and more accurately?’ Next time you run into a similar problem, start by checking the dashboard and, if needed, asking the data team or AI copilot for help before building a manual solution.”

This connects problem-solving skills to current trends without shaming someone for not being a tech expert.

Example 5: Limited creativity in solutions

Feedback you can use:
“You’re reliable at implementing standard procedures, which keeps our work consistent. On the recent churn-reduction project, though, your proposal mostly repeated what we’ve already tried. For strategic problems like this, I’d like you to push yourself to generate at least two or three different options, even if some feel a bit unconventional at first. A simple way to start is to ask, ‘If we had half the budget, what would we do?’ or ‘If we had no constraints, what would we try?’ For your next project brief, please bring multiple options with pros and cons so we can choose the best path together.”

This is one of those real examples of constructive feedback for problem-solving skills that gently nudges someone from “order-taker” to “creative problem-solver.”

Example 6: Weak follow-through after identifying the problem

Feedback you can use:
“You’re very good at spotting issues early, like you did with the onboarding drop-off in week two. Where I see room to grow is in taking the next step: turning those insights into a clear action plan. After you flag a problem, I’d like you to outline at least three things: the impact, one or two possible solutions, and who needs to be involved. For the next issue you identify, try sending a short summary that includes those points so we can move from ‘We have a problem’ to ‘Here’s how we’ll fix it.’”

Notice how the feedback doesn’t just say “be more proactive.” It spells out what proactive problem-solving looks like.

Example 7: Emotional reactions blocking effective problem-solving

Stress and uncertainty are everywhere right now, especially with hybrid work, shifting priorities, and tighter budgets.

Feedback you can use:
“You care deeply about the team’s success, and that passion shows. During last week’s production outage, though, your frustration came across strongly in the chat, which made it harder for the team to stay focused on solutions. In high-pressure situations, I’d like you to take a brief pause before responding and focus your comments on next steps rather than blame. For example, instead of ‘How did this even happen?’ try ‘What information do we still need, and who can get it?’ If it helps, we can agree on a quick checklist for crisis moments to keep the conversation solution-focused.”

This is a good example of constructive feedback for problem-solving skills that touches both emotional regulation and practical behavior.

Example 8: Not using data effectively

Modern problem-solving is deeply tied to data literacy. Research from organizations like the U.S. Bureau of Labor Statistics and leading universities shows that analytical and problem-solving skills are among the most in-demand capabilities for knowledge workers.

Feedback you can use:
“You have strong instincts about customer needs, and your ideas are often directionally right. On the pricing issue, though, your recommendation relied mostly on gut feel rather than data from recent tests. For decisions that affect revenue, I’d like you to pair your intuition with at least one data source—like A/B test results, customer surveys, or product analytics. Before your next proposal, please pull the latest metrics from the dashboard and use them to support or adjust your recommendation. If you’re unsure where to find the data, let’s schedule 30 minutes to walk through the reports together.”

This example of constructive feedback for problem-solving skills encourages data-informed thinking without dismissing intuition.

How to structure examples of constructive feedback for problem-solving skills

You don’t need a script, but you do need a structure. The strongest examples of constructive feedback for problem-solving skills usually follow a simple pattern:

• Describe the situation and behavior. Keep it specific and recent.
• Explain the impact. Tie it to time, cost, quality, risk, or relationships.
• Define the desired behavior. Show what “good” looks like in practical terms.
• Offer support. Training, pairing with a colleague, templates, or tools.

Here’s how that might sound stitched together:

“In last month’s vendor negotiation (situation), you accepted the first proposal without exploring alternatives (behavior). That limited our ability to reduce costs (impact). Next time, I’d like you to prepare at least two alternative scenarios and use questions like, ‘What flexibility do we have on terms?’ (desired behavior). I can share a negotiation prep template and walk through it with you before your next vendor meeting (support).”

This pattern keeps your feedback grounded in reality, not personality. It also makes it easier for the other person to act on what you’re saying.

Tailoring feedback to different problem-solving styles

Not everyone solves problems the same way. Some people move fast and break things. Others analyze and plan. Some are highly collaborative; others prefer to think quietly and bring a polished solution.

When you’re thinking about examples of constructive feedback for problem-solving skills, it helps to match your comments to the person’s natural style:

• Fast movers often need feedback about slowing down to validate assumptions, involving others, or documenting their thinking.
• Deep thinkers often need feedback about time-boxing analysis, sharing work-in-progress, or making decisions with incomplete information.
• Collaborative types may need feedback about taking ownership, drawing their own conclusions, or avoiding groupthink.
• Independent problem-solvers may need feedback about communicating earlier, asking for input, or aligning with broader goals.

You’re not trying to change who they are. You’re helping them build range so they can handle different types of problems.

If you want to go further on this, resources from organizations like Harvard Business School and MIT OpenCourseWare offer research-backed frameworks for individual and team problem-solving.

Modern trends that shape problem-solving feedback (2024–2025)

When you’re giving feedback today, you’re not coaching in a vacuum. A few trends are changing what “good problem-solving” looks like:

• Remote and hybrid work. People often solve problems asynchronously, through documents, tickets, and chat threads. Feedback should mention written communication and clarity of thinking, not just meeting behavior.
• AI and automation. Employees are expected to know when to use AI tools and when to rely on human judgment. Good feedback now includes prompts like, “Next time, ask the AI to generate three options, then you evaluate which fits our context.”
• Cross-functional projects. Problems rarely sit neatly inside one team. Feedback should highlight stakeholder mapping, influence without authority, and clear decision-making.
• Continuous learning. Many organizations now emphasize microlearning and just-in-time training. You can pair your feedback with short courses or internal resources so people can practice new problem-solving techniques between reviews.

For a broader look at how skills like critical thinking and problem-solving are evolving, the U.S. Department of Education and international organizations like the OECD publish ongoing research on future-of-work skills.

Turning these real examples into your own words

You don’t have to memorize every example of constructive feedback for problem-solving skills in this article. Instead, build a small “feedback toolkit” you can adapt on the fly.

Here are a few sentence starters you can customize:

• “You’re strong at ____, and I’d like to see you apply that to how you approach problems by ____.”
• “In [specific situation], you did a good job of identifying the issue, but we missed an opportunity to ____. Next time, try ____.”
• “For problems like this, an effective next step would be to ____, before we move to implementation.”
• “One way to strengthen your problem-solving skills is to make a habit of ____. I can support you by ____.”

Mix these with the detailed examples above, and you’ll have feedback that feels natural, not scripted.

FAQ: examples of constructive feedback for problem-solving skills

How do I give an example of constructive feedback for problem-solving skills without sounding harsh?
Anchor your comments in specific events, not personality traits. Instead of “You’re bad at solving problems,” try, “In last week’s incident, we jumped to a fix before confirming the root cause, which led to a repeat issue. Next time, let’s take 10 minutes to map out possible causes before choosing a solution.” You’re critiquing the process, not the person.

What are some quick examples of constructive feedback for problem-solving skills I can use in a review?
You might say, “You identify problems early, but I’d like to see you bring two or three solution options, not just the issue,” or, “Your solutions are solid, and the next step is to involve Finance earlier so we avoid rework.” These short, real examples still include behavior, impact, and a clear next step.

How often should I give feedback on problem-solving, not just results?
Ideally, you’re giving feedback on the process whenever a meaningful problem arises—launch delays, outages, customer escalations, or big strategic decisions. Don’t wait for formal reviews. A quick comment right after an incident (“Here’s what worked in how we approached this, and here’s one thing I’d change next time”) is usually more powerful than a long speech months later.

Can I use these examples of constructive feedback for problem-solving skills with peers, not just direct reports?
Yes. With peers, soften the authority tone and frame it as an observation or offer: “Can I share something I noticed in how we handled that?” or “One thing that’s helped me in similar situations is… would you be open to trying that next time?” The core structure—situation, impact, desired behavior—still applies.

How do I know if my feedback on problem-solving is working?
Look for behavior changes over time: more options presented in meetings, better use of data, earlier stakeholder involvement, fewer repeat issues. It can also help to ask directly, “Was this feedback specific enough to be useful?” and adjust based on what you hear.

If you treat these as living examples of constructive feedback for problem-solving skills—not rigid scripts—you’ll find it easier to coach people toward clearer thinking, better decisions, and fewer repeat fires.