Feedback should focus on

• A. The plan
• B. Personal attributes
• C. The outcome
• D. Behaviors, not personal attributes

Answer: (D)

Feedback should focus on observable behaviors rather than personal attributes. When you describe what someone did (or didn’t do), you give them concrete, actionable information they can change. This keeps the conversation objective, reduces defensiveness, and centers on performance you can influence, not on who the person is. For example, pointing to specific actions like “in the last sprint you skipped the stand-up update and that delayed blockers” gives a clear path for improvement, such as adjusting daily check-ins or documenting blockers more promptly. Focusing on the plan can miss what actually happened in practice, and concentrating only on the outcome may overlook the steps that led to it or the behaviors that could be adjusted to improve future results. Personal attributes, meanwhile, label the person and aren’t easily changed, which can shut down constructive dialogue.