By Marty Cagan · svpg.com · LinkedIn
The article introduces a two-way feedback model that the author credits with changing how she coaches people. It argues that one-way "radical candor" style criticism can demotivate, so feedback should give both parties a chance to share perspective. The model is presented in a simplified version and in the fuller SHARED framework developed by Rebecca Zucker and Next Step Partners. Worked examples show how each step plays out in a real exec meeting. The piece matters because the author frames feedback skill as one of the most critical abilities for managers and coaches developing their people.
01Key takeaways
- Open feedback by stating a genuine positive intention so the receiver knows you believe in their potential.
- Describe specific observed actions and their impact rather than general judgments about someone's character or effort.
- Ask for the other person's experience and listen for underlying assumptions before offering your own interpretation.
- Acknowledge the other person's perspective even when your interpretation of the implications differs.
- End feedback with a concrete coaching conversation and agreed next steps so people know what is expected going forward.
02Key sections
- Why one-way feedback falls short
- The author warns that radical candor can slide into blunt, one-way criticism that leaves people feeling bad. A better approach ensures the receiver can share their own perspective.
- A simple version of the model
- A four-step version covers leading with intent, sharing specific observations, asking for the other person's experience, and closing with a coaching conversation. It is easier to recall in the moment than the full acronym.
- The full SHARED model
- The SHARED framework moves from sharing intent through context, actions, results, and curious listening to discussing next steps. Each letter is a discrete step in a feedback conversation.
- Worked example in an exec meeting
- A concrete scenario shows a leader cutting off a colleague's concern, with each SHARED step applied to explain the behavior and its impact. It ends with a clear expectation for future meetings.
- Scaling feedback skills
- The author describes teaching this model to portfolio CEOs after 360 reviews, because written feedback alone was not enough to change behavior. Coaching the feedback conversation itself made a measurable difference.
03From the post
“A partnership dedicated to teaching best practices to product teams and product leaders”
04Frameworks mentioned
Summary and takeaways written by PM Atlas; quotes are short excerpts. © the original author.