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The wrong time to give feedback is when you feel tired, frenetic, hungry or late.
The right time and energy to give feedback is when you’re calm, focused and clear concerning the facts.
Some feedback is bite-sized and can be given in a relatively off-the-cuff manner.
For example, no preparation is required to say “That lesion requires another suture” or “Adjust the table.” Directions like these have a collaborative tone, are easily understood and do not address significant performance deficits.
However, other styles of feedback may be harder going down.

Supervisors who speak up and then offer criticism also damage their relationships with employees.
These supervisors may contain the assumption that excellence is expected, so praise is unnecessary.
They fail to notice that the main objective of praise isn’t to stroke the employee’s ego but to encourage the employee to repeat desired behaviors.

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Changing and maintaining new behavior requires praise, because it helps the employee identify behavior that is worth repeating.
Some supervisors avoid giving negative feedback since they fear that criticism will hurt their relationships with staff.
However, when necessary criticism is withheld, supervisor-employee relationships remain superficial and lack the depth and resiliency had a need to tackle sensitive issues.
These supervisors are withdrawing from the authentic interactions that ultimately form the foundation of a trusting relationship.

• On the other hand, a supervisor who projects expectations for failure minimizes praise and overemphasizes criticism.

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The pre-posttest ANCOVAs confirmed that this program stimulated a reduction in diverse forms of school violence and aggressiveness, and contributed an efficacious intervention tool for the prevention and reduction of peer violence.
Just a little drama, or ham, makes an excellent point more likely to be heard and a feedback sandwich all the tastier; a little baloney makes it unpalatable.
If your feedback is disingenuous, your employee will quickly discount what you say.
Provide feedback on behavior you want the employee to keep and behavior you want the employee to change.