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What is a feedback conversation?

A feedback conversation is a meaningful dialogue that occurs between a manager and an employee in private, every once in a while. This conversation can be made in conjunction with the employee’s performance evaluation or as a standalone feedback conversation.

It is important for the employee to come prepared and understand the conversation’s objectives and their role in it. Early familiarity with the cards is recommended through team meetings, communications, trainings and so on.

A few "rules of thumb" for a good feedback talk:

  • Good feedback emphasizes asking questions. A lot of questions. As a manager - ask, before you say.

  • Good feedback takes place in the present, looking at the past but always focusing on the future. What was can't be changed, only learned from for the future. It's actually feedforward, not feedback.

  • Good feedback is a dialogue. It should be real, honest, open, and not a monologue by any of the partners.

  • A good feedback is balanced, not the old "sandwich" method, but a real chance to cheer and express appreciation alongside points for improvement.

  • Good feedback is focused. Instead of a "grocery list" of all the employee's occupations, focus the conversation on 1-3 points of functioning.

  • In good feedback, the employee is an "active player", involved, on the field and not watching from the stands.

  • In good feedback, even when there are forms involved, they are on the sidelines, helping us prepare for the conversation and summarize it. But we are the ones conducting the conversation, not the form.

  • In a good feedback, it is important to choose those aspects where it is possible to influence and make a change. What we have already discussed 100 times and it didn't help - let's put it aside. We will talk about those aspects, where a good conversation can help create change.

  • Examples, examples, and more examples. Otherwise, it is not certain that the employee will understand what you mean.

  • In a good feedback, you don't have to agree on what was, it's better to reach agreements on what will be. And even if not – it's OK. It takes time to process meaningful things that have been said. The message got through, even if you didn't come to an agreement.

Recommended structure:

2talk feedback conversation

Opening the conversation:

• The manager initiates the conversation, coordinates expectations, explains its essence and objectives.

• The manager invites the employee to choose cards, preferably from the "this is me" category, and another card or several cards from the other categories relevant to the conversation; such as: Introspection, appreciation, motivation.

** It is recommended to give the employee a few minutes to review the cards, alone and quietly, while the manager makes coffee for both.

Body of the conversation:

Part One-

• The manager invites the employee to talk, starting with the "This is me" card (blue).

• The manager goes in-depth with the questions following the issues the employee brings up: showing interest, asking questions, encouraging the employee to share, agreeing with them or reinforcing them. The manager is welcome to add and share their world, while avoiding taking over the conversation.

Second part -

The manager can choose a number of cards with questions to guide the conversation to the desired direction.

In a feedback conversation, the aim is to create a funnel for the conversation by selecting questions that will direct and focus the discussion on the same topics that the manager wishes to address in their feedback later.


third part-

• Now comes the part where the manager gives his feedback. The employee, arriving for a feedback conversation, is naturally expecting to hear and understand how their performance was perceived in the eyes of their manager.

There are 3 dedicated cards for the manager’s feedback, in light green shade, in the "feedback (manager)" category.

The manager should give their feedback using the dedicated three cards in the "feedback (manager)" category.​

Summary of the conversation-

The conversation ends with a summary, focusing on future goals and expectations.​

• The conversation is documented using the existing organizational tools.

Which cards are relevant to the conversation?

​• All cards are available for the employee to choose, except for the “Feedback (manager)" category, which is intended for the manager’s use.

• Certain categories can be emphasized based on administrative or organizational decisions.

• Recommended category for the beginning of the conversation, for "warming up” – first card from "This is me" (blue).

• Categories recommended to ask the employee to refer to in a feedback conversation - "Introspection" category (purple), "Appreciation" (pink), and "Motivation" (orange).

Highlights for the conversation:

• Aids - 2talk card kit.

• There is no limit to the number of cards that the employee can choose.

• Allow the employee to choose the questions when the cards are open rather than turned over; meaning, seeing the questions.

• There is an emphasis on a dialogue rather than a monologue by either party.

• 70/30 ratio, whereas the manager listens in 70% of the conversation.

• The conversation lasts for 45-60 minutes; it occurs in private and without external interferences.

• Coordinate the conversation in advance.

• Recommended! In a preliminary team meeting – discuss the feedback conversation format, present the cards, and do everything possible for the employee to arrive ready.

קטגורית "החיים עצמם" שיחת 2talk

First card from "This is me"


It is recommended to ask the employee to choose from "Introspection" 


For the manager: a unique category in a feedback conversation


Cards from the "motivation" category are also recommended for selection

Are you interested in hearing more? Want to book a workshop or training for the organization? Any other question? Leave details and we will talk as soon as possible.

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