Feedback should be specific, meaning it should relate to

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Feedback that is specific ties comments to a concrete task or observable behavior rather than to vague impressions. When you name exactly what happened and how it affected the outcome, the person can understand what to adjust and how to measure improvement. For example, noting that during the meeting you spoke for several minutes without inviting questions, which left the team unsure of next steps, gives a clear behavior to modify and a way to assess progress next time.

Attitude as a focus can be vague and hard to change in concrete terms, and overall performance is too broad to guide specific improvement. Talking about team dynamics shifts attention away from the individual action and toward the group context, which isn’t as actionable for changing a specific behavior. Focusing on a specific task or behavior provides a precise, actionable path for growth.