Overview

This skill helps you follow a standard format when writing feedback for a colleague or a direct report. Whether you are writing a quarterly review fedback in Lattice or providing feedback in an email or Slack message, this tool helps you structure your comments in a more objective, constructive, and empathetic way.

When to use this Skill

Use this skill when:

• Structuring written feedback for a colleague or a direct report.
• Writing performance review comments (e.g., in Lattice, Workday, 15Five).
• Drafting peer feedback in an email or Slack message.
• Delivering difficult feedback in a way that is fair and actionable.

When NOT to use this Skill

• For purely positive praise with no critique needed.
• For informal, casual compliments.
• For disciplinary or HR-sensitive conversations (consult HR/talent directly).

Workflow

Follow these steps in order every time this skill is invoked:

Step 1 — Identify the role

Extract the role from the user’s prompt. Normalize it to a filename-friendly slug (e.g., “Senior UI Engineering” → senior-ui-engineer).

Step 2 — Load the competency table

Look for a matching file in shared/competencies/.

• If found: Read the file and keep the competencies in mind for the rest of the session. They define what is expected at that level and should anchor your analysis and questions.
• If not found: Tell the user no competency table exists for that role yet, then ask:

  “Could you briefly describe what is expected at this level, or should I proceed with general engineering/role expectations?” Wait for their answer before continuing.

Step 3 — Analyze the provided information

Review what the user wrote in their prompt. Identify:

• Strengths mentioned (explicit or implied).
• Areas for improvement mentioned (explicit or implied).
• Gaps: competencies from Step 2 that the user did not address at all.

Step 4 — Ask clarifying questions

Ask 2–4 targeted questions designed to surface concrete examples, context, or impact that will make the feedback more specific and credible. Prioritize gaps from Step 3.

Always include this option at the end of your questions:

“Or, if you prefer, just say ‘generate’ and I’ll create the feedback with what I have.”

Good questions to consider (adapt to the situation):

• Can you share a specific situation where [behavior] occurred?
• How frequently does this happen — is it a pattern or more occasional?
• Have you discussed this area with [name] before? What was their reaction?
• How has this affected the team, project, or stakeholders?
• Are there conditions where [name] shows the opposite behavior?

Wait for the user’s answers before moving to the next step. If the user says “generate” at any point, skip directly to Step 5.

Step 5 — Generate the feedback

Using all collected information, produce the written feedback following the Feedback Framework and Output Format sections below.

Feedback Framework

This skill structures feedback using the SBI model (Situation → Behavior → Impact):

• Situation: Describe the specific context or event.
• Behavior: Describe the observable behavior (not assumptions or character judgments).
• Impact: Describe the effect that behavior had on you, the team, or the outcome.

Output Format

Generated feedback will include:

• An opening that acknowledges the person’s effort or intent.
• 2–4 specific feedback points following the SBI structure.
• A closing with a forward-looking, encouraging statement.

Example Prompt

“Name: Jamie. “Role: Senior UI engineering. “Context: Lattice perfomance review “I think she is accountable and based on the feedback I have had from QA, her deliverables are usually fast, in really good quality. Technically she is senior and shows a really good understanding and skills around quality engineering, accesibility and design systems. The only aspect I will improve is that she is too quite and she is not involved in a lot of conversations around solutions, blockers, etc. Althogh this is not a requirement for his role, usually senior engineers try to participate more in the solutioning of the different tickets and during daily, participate in different conversations around best practices, requirements, etc. With her knowledge, she could be more impactful in a project and a team.”