People Task
Give feedback from observed behaviour and impact
Prepare specific situation, behaviour, and impact evidence, ask for the other person’s view, and agree the next check.
“This is costing me trust and leaves the expectation or impact unresolved.”
The result you need
Establish what each person observed and understood, then agree the next action or escalation.
What is happening now
Where the work gets stuck
Observed work or behaviour differs from an agreed expectation and a difficult conversation is needed.
- When it starts
- The giver has specific evidence and can create a safe, private review point.
- What makes it difficult
- Direct feedback can be received differently than intended when impact, context, power, or misunderstanding stays unexamined.
- What progress looks like
- The record separates observation from judgement and names corrections, support, actions, and the next check.
What to try next
Prepare an SBI with Intent feedback conversation
Describe observed evidence and impact, then hear the other person before agreeing a next step.
Before you act
Check these limits
- Crystal Callahan describes one underrepresented-founder programme; do not generalise her account to all EIR relationships.
- Do not infer intent, protected traits, personality, emotion, or health.
- Do not automate discipline or employment consequences.
- Discrimination, harassment, coercion, retaliation, or safety concerns need the approved independent route.
Sources
Check the research behind this advice
Read the sources before relying on a claim or recommendation.