The best examples of 3 examples of constructive feedback for teamwork (with real phrases to use)

Examples of constructive feedback for teamwork you can actually say

Let’s skip the theory and get straight into the real examples. Below are three core scenarios you’ll see in most teams, each with several variations. These are the best examples of constructive feedback for teamwork because they’re specific, respectful, and focused on behavior, not personality.

Throughout, I’ll highlight phrases you can plug directly into performance reviews or one-on-one notes.

1. Examples of 3 examples of constructive feedback for teamwork when someone dominates the conversation

You know the type: smart, driven, full of ideas—but they unintentionally steamroll others. This is common in high-performing teams, especially in remote or hybrid setups where interruptions are harder to read on video calls.

Here are three examples of constructive feedback for teamwork in this situation:

Example A – Strong contributor who needs to create more space for others
“Your energy and willingness to jump into discussions really helps move projects forward. I’ve noticed, though, that in team meetings you tend to speak first and for most of the time. A few teammates have shared they don’t always feel they have room to contribute. In our next few sprints, I’d like you to pause after you share an idea and invite others in—something like, ‘I’ve shared my thoughts, I’d love to hear from two other people before we decide.’ This will help us get more diverse perspectives and strengthen the team’s collaboration.”

Why this works: It starts with a strength, names the behavior (not the person), and gives a specific action the person can take.

Example B – Feedback for a senior employee in cross-functional meetings
“In cross-functional meetings, people look to you for direction, which is a big asset. At the same time, when you make a strong recommendation early, others sometimes hold back their ideas. Going forward, try asking more open questions before you share your view—for example, ‘What options are we considering?’ or ‘What are we not seeing yet?’ This will help the group feel more ownership of the final decision and improve cross-team collaboration.”

Example C – Remote teammate who talks over others on video calls
“You bring a lot of valuable input to our Zoom discussions, and your preparation shows. I’ve noticed that when conversations get fast-paced, you sometimes speak over others or finish their sentences. On video, that can feel more intense than it might in person. In upcoming meetings, I’d like you to focus on waiting a second before jumping in and using the ‘raise hand’ feature when things are busy. That small change will make it easier for quieter teammates to contribute and will improve the overall teamwork dynamic.”

These three variations alone give you examples of 3 examples of constructive feedback for teamwork that can be adapted for junior, mid-level, and senior employees.

2. Examples of constructive feedback for teamwork when someone is too quiet or withdrawn

On the other end of the spectrum, you may have someone who rarely speaks up. They do solid work but don’t fully participate in discussions, decisions, or problem-solving. In a 2024–2025 hybrid workplace, this is even easier to miss, because quiet people can “disappear” behind muted microphones and turned-off cameras.

Research from organizations like Harvard Business School has shown that psychological safety—feeling safe to speak up—is strongly connected to team performance. Good feedback can help create that safety.

Here are three real examples of constructive feedback for teamwork for this scenario:

Example D – Quiet but thoughtful analyst
“Your written work is very thorough, and your analysis often surfaces risks others don’t see. I’ve noticed, though, that you tend to stay quiet in team discussions, even when the topic is directly related to your work. The team misses out on your perspective when that happens. In our next few project meetings, I’d like you to aim to share at least one point—this could be a risk you see, a question, or an alternative approach. If it helps, you can jot down one or two ideas before the meeting so you feel ready to speak up.”

Example E – New hire who hesitates to contribute ideas
“For someone who just joined, you’ve picked things up quickly and are already delivering solid work. At the same time, I’ve noticed you often defer to others in discussions and rarely share your own view. It’s completely normal to feel that way when you’re new, but your fresh perspective is valuable to us. In upcoming standups and planning sessions, I’d love to hear you weigh in—maybe start by reacting to what others say, like ‘I agree with X because…’ or ‘I see it a little differently…’ so you can build confidence in contributing.”

Example F – Strong individual contributor who avoids collaborative problem-solving
“You do an excellent job when you’re given a task and left to run with it. Where I see room to grow is in how you engage when the team is working through a problem together. You often stay on the sidelines until a decision is made. Going forward, I’d like you to participate more actively in those conversations—ask clarifying questions, suggest options, or summarize what you’re hearing. This will help the team benefit from your experience and will also position you for more leadership opportunities.”

These examples of 3 examples of constructive feedback for teamwork show how to encourage participation without shaming someone for being introverted or new.

3. Examples of 3 examples of constructive feedback for teamwork when collaboration is inconsistent

Sometimes the issue isn’t talking too much or too little—it’s inconsistent follow-through with teammates: missed handoffs, poor communication, or “going solo” on work that should be shared. This is where many managers struggle to find the right wording.

Here are three more best examples of constructive feedback for teamwork around collaboration and reliability:

Example G – Missed handoffs between teams
“You consistently hit your individual deadlines, which I really appreciate. Where we’re running into problems is the handoff to the marketing team. A few times this quarter, assets were shared late or without the agreed context, which forced last-minute scrambles. Going forward, I’d like you to build in time to align with marketing before you finalize your work—confirm the requirements, share a brief summary of what you’re delivering, and check that timelines still work. This will make collaboration smoother and reduce stress across teams.”

Example H – Prefers to work alone on projects that require input
“Your ability to focus and deliver independently is a strength. However, on projects like the Q3 rollout, success depends on early input from product, support, and operations. In that project, you made several key decisions without looping in those partners, which led to rework later. For future cross-functional projects, I’d like you to identify key stakeholders at the start and schedule quick check-ins at major milestones. That way, we catch misalignment early and avoid last-minute changes.”

Example I – Teammate who gets defensive when others give feedback
“You clearly care about the quality of your work, and it shows. I’ve observed, though, that when teammates offer suggestions or ask for changes, you sometimes respond defensively or shut down the conversation. Others have mentioned they hesitate to give you feedback because of this. A big part of teamwork is being able to discuss ideas without taking it personally. In upcoming projects, I’d like you to practice pausing before responding and asking one clarifying question—like, ‘Can you share an example of what you’re looking for?’—so the conversation stays collaborative. We’re aiming for a culture where feedback goes both ways comfortably.”

These three scenarios give you another set of examples of 3 examples of constructive feedback for teamwork that address reliability, communication, and openness to input.

How to turn these examples into your own constructive feedback for teamwork

So far, you’ve seen nine different situations and several real examples of constructive feedback for teamwork. To avoid sounding scripted, you’ll want to adapt the language to your voice and your company culture.

A simple way to customize any example of constructive feedback for teamwork is to use this three-part structure:

1. Start with a specific positive observation
Not fake praise—something you genuinely value. For instance:

• “You’re always one of the first to volunteer for new projects.”
• “Your documentation is consistently clear and detailed.”

This sets a respectful tone and makes it clear you see the full picture, not just the problem.

2. Describe the behavior that’s affecting teamwork
Focus on what the person does, not who they are. Compare these two:

• Unhelpful: “You’re not a team player.”
• Helpful: “In the last two sprints, you’ve declined to join planning meetings and haven’t responded to teammates’ questions in the shared channel.”

Behavior is changeable; personality labels feel like a dead end.

3. Offer a clear next step or behavior change
People can’t improve on vague advice like “be more collaborative.” Instead, suggest something observable:

• “In the next three standups, share one update that mentions a teammate’s work or a dependency.”
• “Before finalizing your part of the project, check in with at least one person from support and one from operations.”

This three-step approach lines up with modern performance guidance from leadership research. For example, the U.S. Office of Personnel Management highlights behavior-focused feedback and clear expectations as key to effective performance conversations (opm.gov).

When you apply this structure, any of the examples of 3 examples of constructive feedback for teamwork in this article can become a template you reuse and refine.

2024–2025 trends that shape how you give teamwork feedback

Teamwork today doesn’t look like teamwork in 2015. Hybrid schedules, distributed teams, and constant digital communication have changed the way collaboration breaks down—and how feedback needs to sound.

A few trends to keep in mind as you use these examples of constructive feedback for teamwork:

More collaboration happens in writing.
Tools like Slack, Teams, and shared docs mean a lot of “teamwork” is now asynchronous. Feedback might need to mention responsiveness in channels, clarity in written updates, or how someone uses comments in documents.

• Example: “Your updates in Slack are often very brief, which makes it hard for the team to understand status or next steps. Going forward, please include what you finished, what’s blocked, and what you need from others so the team can coordinate more effectively.”

Burnout and workload are real factors.
According to surveys summarized by the National Institute for Occupational Safety and Health, job stress and burnout remain a significant issue. Sometimes what looks like “poor teamwork” is actually overwhelm.

Good feedback acknowledges context:

• “I know you’ve had a heavy workload this quarter, and that’s part of why some handoffs slipped. Let’s talk about how to flag capacity issues earlier so the team can help, instead of trying to carry everything yourself.”

Psychological safety is non-negotiable.
When people fear being punished for speaking up, teamwork suffers. Research popularized by Harvard’s Amy Edmondson and others has made psychological safety a core leadership topic. Feedback that shames or labels people undercuts that safety.

That’s why every example of constructive feedback for teamwork here is framed as: You matter to this team, and here’s how you can make an even bigger impact.

FAQ: Examples of constructive feedback for teamwork

Q1: Can you give a short example of constructive feedback for teamwork I can use in a review?
“Yes. Here’s one: ‘You consistently produce high-quality work, and the team relies on your expertise. In group discussions, though, you tend to hold back your ideas until decisions are almost final. Over the next quarter, I’d like you to share your perspective earlier in the process so the team can benefit from your thinking while options are still open.’ This is a compact example of feedback that’s specific and actionable.”

Q2: How often should I give teamwork feedback?
Don’t save it all for annual reviews. Short, timely comments—weekly or biweekly in one-on-ones—are far more effective. Many HR and leadership resources, including guidance from OPM, emphasize ongoing feedback instead of once-a-year surprises.

Q3: What are the best examples of constructive feedback for teamwork for high performers?
High performers often need help shifting from “star individual contributor” to “multiplier of others.” For instance: “You’re a go-to expert for tough problems, and people trust your judgment. I’d like to see you spend more time coaching teammates through your approach instead of solving everything yourself. In the next quarter, pick one person per project to walk through your thinking so they can learn to handle similar issues.” This keeps the tone positive while nudging them toward more collaborative leadership.

Q4: How do I avoid sounding harsh when giving feedback about teamwork problems?
Stick to observable behavior, recent examples, and shared goals. Use phrases like, “What I’ve noticed,” “The impact on the team is,” and “What I’d like to see going forward.” If you model your language on the examples of 3 examples of constructive feedback for teamwork in this article, you’ll naturally avoid personal attacks.

Q5: Are written examples of constructive feedback enough, or should I always talk in person?
Written feedback is helpful for documentation and clarity, especially in performance reviews. But for anything sensitive about teamwork, a live conversation—video or in person—is better. You can still borrow the wording from these real examples and then talk it through, leaving space for the other person to respond.

If you keep these examples handy, you’ll never have to stare at a blank review form again. Choose the examples of 3 examples of constructive feedback for teamwork that fit your situation, adjust a few words for your context, and you’ll be giving feedback that actually helps people grow—and makes your team stronger in the process.