When you speak to person use "I" messages. Say things like "I liked way you did that" or "I think there is another way to do that." Avoid "You" messages such as "You're doing great." That can come across as patronising or insincere. "You're doing that all wrong" may cause conflict, lower morale and may not sort problem.

When your giving feedback, focus on one or two things. You'll only confuse person if you run off a whole list of attributes or misdemeanours. Be specific about job behaviour, focus on what person did or didn't do, don't make a personal attack. Allow time for message to sink in and allow person to respond. You can then seek agreement as to what will happen in future. If person does not agree to take corrective action then you need to move to another level. When they do agree to take corrective action then make sure that you monitor it and give encouraging feedback.

Being direct with your people is better for you, better for them and better for you business, so save your "sandwiches" for lunchtime.

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When you have been managed in past there may well have been occasions when you were not managed effectively. This may have led to a drop in self confidence or reduced motivation to complete certain tasks.

In extreme cases this can lead to requests for a transfer or even resignation.The cost of managing with an ineffective style can be high from a personal as well as a company point of view.

So, next time you organise your diary appointments, make sure there is a window in there which says

"Thinking time - what can I do better"