This article addresses the challenge of delivering constructive feedback in workplace settings, arguing that the quality and delivery of feedback — not employees' resistance to improvement — is the primary barrier to its effectiveness. Drawing on two Gallup findings, the article contends that only one in four employees find peer feedback genuinely valuable, yet employees who receive meaningful feedback several times per week are five times more likely to feel engaged. The author distinguishes constructive feedback from constructive criticism, characterising the former as forward-looking and solution-oriented rather than retrospective and judgmental. The article presents a set of behavioural guidelines for structuring feedback — including specificity, timing, tone, and follow-up — and references SMART Goals as a structuring framework. The bulk of the content comprises 21 scripted feedback examples across six relational contexts: communication skills, time management, peer relationships, direct reports, managers, and leadership. The article concludes with a promotional call-to-action for BetterUp's coaching platform, situating feedback skill development as a professional growth investment. Key insights: Gallup data cited in the article indicates only one in four employees strongly agree that feedback from colleagues is truly valuable, signalling a widespread quality gap in workplace feedback practices. Employees who receive meaningful feedback several times per week are reported to be five times more likely to feel engaged and connected to their work, according to Gallup findings cited in the article. The article distinguishes constructive feedback from constructive criticism by framing the former as forward-looking and collaborative, and the latter as retrospective and potentially judgmental — a distinction the article treats as consequential for morale and behavioural change. Practical takeaways: The article provides 21 scripted feedback examples spanning upward, downward, and peer feedback contexts, offering concrete language that practitioners can adapt for real workplace conversations. The article maps SMART Goals criteria onto feedback delivery, suggesting that feedback framed with specific, measurable, time-bound expectations is more actionable and more likely to produce sustained behaviour change.