…or how to become a master of feedback!

Like many other work environments, construction involves several layers of supervisory and management roles, many of which are taken up by people who have worked their way up the ranks.

On the one hand, that’s a great example of how hard work and loyalty can be rewarded, but, on the other hand, it means that often people without any formal management or leadership training are having to manage and lead.

One of the trickiest aspects of managing other people is giving feedback – both praise and criticism. When such feedback is thoughtful, constructive and given to workers in the right way at the right time, it can make a big impact on their performance at work, help them make strides forward and lead to them adopting improved practices over the long-term.

If you’re struggling to achieve this, here are some tips:

1. Get the balance right

One of the most common mistakes managers make is to give only one kind of feedback – either only ever dolling out the praise (avoiding the stress of providing critical feedback) or always pointing out the negatives (and failing to give positive reinforcement for good work).

Both approaches are flawed.

If you avoid giving your team any negative feedback (let’s call it constructive criticism), then they will remain unaware of their weaknesses and miss out on opportunities to learn from mistakes.

If, however, you avoid giving any positive feedback, this can result in team members who lack confidence, have very little sense of whether they are progressing in their roles and largely feel disillusioned.

So, when giving feedback, think about whether you’re offering the proverbial carrot or the stick and whether there’s too much of one and not enough of the other. Strive to find a happy medium.

2. Tailor your approach

While it’s obvious that you need systems in place to monitor and review people’s work, another error that leaders make is using such systems to follow a one-size-fits-all approach to giving feedback.

The problem with that is everyone is different and will therefore respond differently to the way you carry out a review. If you have a criticism to make and want to see active improvement, for example, one worker may need a frank, direct approach (telling it as it is) whilst another might need the criticism given in balance with some words of encouragement. As their manager, you will only know this if you take some time to observe how your team interacts with each other. You will only be able to deliver the right balance if you keep your own approach flexible to individual needs, sensitivities and circumstances.

3. Be tactful

Tact is basically what allows people to tell the truth in the most considerate way possible. It’s a skill that not everyone is immediately able to master but using tact is absolutely key to making sure feedback is effective.

Think about the different ways you could deliver a piece of negative feedback to someone. Maybe you have a blunt but respectful conversation in private; or maybe you make an insulting comment in front of their peers. Which approach is going to actually help that worker make a change?

In this kind of situation, tact doesn’t only help induce positive outcomes for the person receiving the feedback. It also helps the manager or supervisor to build and strengthen their own reputation. People will come to see you as someone who can be trusted to give honest, credible feedback without any associated negative characteristics like aggressiveness.

4. Keep it timely

Although annual performance reviews have their purpose, they should never be the only means of feedback that a worker receives.

For feedback to be useful and actionable, it should be given while it is still fresh in everyone’s mind. Taking a quick moment to issue some praise will motivate a worker to maintain their good working habits while dealing with a more problematic issue through timely critical feedback means that issue can be addressed sooner rather than later.

Carry out regular reviews of staff, use them to have the difficult conversations if needs be, use them to discuss and give praise for progress, and use them to promote the next stage of someone’s learning and development.

5. Make it a two-way conversation

Feedback sessions are a great way for staff to become more aware of how they are performing and what they might do to improve. They also offer great opportunities for staff to become more engaged with the company they work with by having a time and space when they can share their own feelings, ideas or concerns. This makes it easier for the company to identify what career goals people may have and what training and learning resources might be worth investing in as well as allowing for greater innovation.

Summing up

Feedback in the workplace should always be about trying to bring out the best in your workforce. That requires managers and leaders to strike a balance between the good and the bad, tailor their approach to individuals, use tact to skilfully deliver the feedback, be timely and ensure its a two-way process. Through this well-devised approach, individuals can be supported to develop their careers, managers can be seen as highly respected advisers and, on the back of the inevitable improvements made, the company can thrive.

06.04.2021

Feature image: Freepik

What the Global Climate Action Agenda means for construction businesses

The 31st United Nations Climate Change Conference (COP31) has just begun in Antalya, Türkiye, bringing together world leaders, businesses and organisations to agree the next steps in tackling climate change.

This year’s conference places particular emphasis on turning climate commitments into practical solutions that make a real-world difference. So, over the next two weeks, we’re likely to hear plenty about the UN’s Global Climate Action Agenda, which brings together governments, businesses and communities to accelerate progress on climate action.

In this week’s blog, we explain each of the six priorities and explore how they relate to the construction industry.

Pink piggy bank positioned on top of the shape of the UK with a Union Jack pattern

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3 November 2026

Five ways the Autumn Budget 2026 could impact construction and housing

Last week, the UK Chancellor delivered the Autumn Budget, announcing a range of measures aimed at supporting economic growth, increasing housing supply and easing financial pressures on households and businesses.

For the construction industry, the announcements bring a mixture of potential opportunities and ongoing challenges. From helping first-time buyers and encouraging housebuilding to changes in regulations, apprenticeships and employment costs, there is plenty for the sector to consider. Keep reading as we explore five areas worth watching.

Image showing the inside of a warehouse with shelves on both sides of a walkway. The shelves are all stocked with building materials.

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27 October 2026

Responsible procurement in construction: Why our choices matter

Every construction project depends on a complex supply chain, from the manufacturers producing building materials to the suppliers delivering them and the specialist contractors carrying out the work.

But when choosing who to work with and what products to purchase, should decisions be based solely on price, availability and quality? Or should we also be thinking about the wider environmental, economic and social impacts of those choices?

As responsible procurement becomes an increasingly important consideration across the construction industry, read on to find out what this means in practice, why it matters and how we’re working to embed these principles at Sheriff.

Aerial photo of a housing development, partially completed with views of the wider urban environment in the background.

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22 October 2026

Is the UK building places that generate pride – or just buildings?

We all know places that have a particular character. Streets, buildings and neighbourhoods that are instantly recognisable, feel connected to their surroundings and somehow make us feel good about being there.

But as the UK looks to build more homes, regenerate towns and cities and invest in new infrastructure, how do we make sure we’re creating places people will value – rather than simply buildings that fulfil an immediate need?

That’s the question being raised by Humanise, a campaign calling for an end to what it describes as the growing “blandification” of our towns and cities. Read on for our exploration of what makes somewhere feel like a ‘place of pride’ rather than simply a collection of buildings – and what role the construction and development industry can play.

Four young people sat at a table, looking at a laptop with the suggestion they are having a discussion.

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12 October 2026

Construction’s skills gap: Could earlier exposure be part of the answer?

For many young people, the first time they seriously think about a career is when they’re on the brink of leaving school and trying to make important decisions about what to do next.

But could giving young people greater exposure to the world of work at an earlier age help them make more informed choices – while also helping industries such as construction address their long-term skills needs? As the Government makes plans to boost work experience and strengthen vocational education, keep reading to find out how these measures could help construction address its skills gap.

Image showing a construction site using the modular G decking system

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6 October 2026

Five issues shaping the UK construction industry this autumn

The construction industry never stands still. From housing delivery and skills shortages to building safety and infrastructure investment, the latest headlines highlight both the challenges and opportunities facing contractors, clients and communities across the UK.

As we move further into autumn, this week’s blog takes a quick look at five of the issues we’re watching closely – and why they matter for the wider industry.

Close up of a compass with a gold arrow pointing towards the word 'integrity'.

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30 September 2026

Doing business the right way: Introducing our Code of Ethics and Conduct

While Sheriff has grown considerably since the business was first established over two decades ago, some things haven’t changed. Trust, respect, keeping our promises and taking pride in the quality of our work have always been fundamental to the way we do business.

As a business grows, however, it becomes increasingly important to make sure the standards it was built on are clearly understood by everyone who represents it. That’s why we’ve recently introduced a new Code of Ethics and Conduct across Sheriff Group. Read on to find out more about why this matters and what we hope it will achieve.

An open laptop with a big padlock image on its screen plus network pathways all in shades of blue to represent cyber security

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23 September 2026

Cyber security: Why everyone in an SME has a role to play

Cyber-attacks might make the headlines when they affect major corporations, but cyber security isn’t only a big-business issue. Small and medium-sized enterprises (SMEs) are targets too – and the consequences can include operational disruption, financial loss and damage to important business relationships.

According to the Government’s latest Cyber Security Breaches Survey, 46% of small businesses and 65% of medium-sized businesses identified a cyber security breach or attack during the previous 12 months, with phishing by far the most commonly reported type.

Technology plays an important part in keeping businesses secure, but so do the everyday decisions made by the people using it. Read on to find out what SMEs and their employees should be looking out for – and some simple steps we can all take to reduce the risk.