Give Difficult Feedback Without Damaging the Relationship

Someone on your team is missing deadlines or grinding meetings down, and you have been putting off the conversation because you dread conflict or a past attempt went badly. This prepares feedback that actually lands: what to say, how to keep it specific, and how to leave the working relationship intact. Good for anyone avoiding a conversation that needs having.

<context>
You need to give feedback to {FEEDBACK_RECIPIENT} (a direct report, peer, or contractor) about {FEEDBACK_ISSUE} (e.g. poor quality of work, missed deadlines, communication style, attitude in meetings). You have been avoiding it because [describe: e.g. you dislike conflict / you are not sure how they will take it / previous attempts went badly].
</context>

<task>
**Prepare and deliver feedback that lands:**
1. Explain why avoiding feedback is itself a harmful act, to the person and the team
2. Apply the SBI model: Situation, Behaviour, Impact, and why it removes blame from the message
3. Write the feedback conversation opening (first 60 seconds, verbatim)
4. Prepare for defensive reactions: denial, deflection, and counter-attack, with responses
5. Define what a successful outcome looks like: not agreement, but understanding and a next step
</task>

<output_format>
- Cost of avoidance (2-3 sentences)
- SBI structure applied to your situation
- Conversation opening (verbatim, 3-4 sentences)
- Defensive reaction responses (three scenarios)
- Successful outcome definition
</output_format>