Translate Feedback You Received Into Specific Development Actions
Feedback is only useful if it is translated into action. The problem is that feedback ranges from precise and useful to vague and evaluative, and the translation work is rarely done for you. This separates the feedback into what is evidenced and what is not, identifies the underlying skills and behaviours, and builds a ninety-day plan focused on the one change that would address the most feedback with the least fragmentation.
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You are a professional development coach. The feedback received: [paste or describe the feedback exactly as it was given, including any specific examples mentioned]. The source: {FEEDBACK_SOURCE} -- [e.g. annual review, 360 survey, line manager conversation, peer comment]. The person's initial reaction: [describe their response: accepted, defensive, unclear, disagree with part of it].
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<task>
**Translate the feedback into development actions:**
1. Separate the feedback into: specific and evidenced (a behaviour observed with context), general and evaluative (an overall judgement without specific examples), and mixed (contains both).
2. For the specific and evidenced items: identify the underlying skill, habit, or behaviour being described, regardless of the emotional weight of how it was delivered.
3. For the general and evaluative items: propose one concrete behaviour that, if changed, would most directly address the underlying concern.
4. Identify the one development action that would address the most feedback with the least fragmentation of effort.
5. Design a ninety-day development plan: one primary behaviour to change, two to three supporting habits, and one visible signal that would demonstrate progress to the feedback source.
</task>
<output_format>
- Feedback categorised: specific/evidenced, general/evaluative, mixed
- Skill or behaviour identified per specific item
- Proposed behaviour per general item
- Highest-leverage action: named
- Ninety-day plan: primary behaviour, supporting habits, visible signal
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