Why this guide exists.
RISE mentoring is built on a relationship of mutual trust and respect. Within that relationship, feedback is one of the most powerful gifts a mentor can give - and one of the easiest to give badly. This guide gives you practical frameworks, real language, and RISE-grounded principles for delivering feedback that lands as encouragement rather than criticism, and as direction rather than judgement.
01
Foundation
Why Feedback Is the Core of Mentorship
In RISE's mentor training, Module 2 is dedicated entirely to practising skills - and at its heart sits a deceptively simple truth: listening is active. Feedback begins not when you speak, but when you genuinely hear what your mentee is telling you about where they are, what they fear, and what they're reaching for.
The RISE graduation testimonials reveal what mentees remember most: not the career frameworks or the CV tips, but the moments when someone saw them clearly and told them the truth with care. Shandavin Chemutai described finding "self-doubt, mindset, opportunity, fear, and growth" addressed in her mentoring sessions - not just practical skills. Roylene Kanaga said her mentor "helped me figure out things I'd never have thought through on my own." That is feedback working at its best.
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Creates a mirror
It helps mentees see themselves accurately - strengths they underestimate, habits they can't observe in themselves
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Provides direction
Specific feedback converts vague awareness ("I need to improve") into clear action ("here's what to do differently and why")
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Builds belief
When feedback is honest AND affirming, it builds the self-belief that - as RISE's 2025 cohort proved - changes not just direction but identity
The RISE Feedback Principle
RISE Module 3 teaches mentors four steps to guiding without telling. This is the philosophy behind every piece of feedback you give: your role is not to solve your mentee's problems or impose your path onto theirs. It is to help them develop the capacity to solve problems and create their own path - more clearly and more confidently than they could alone.
"Mentorship is not a transaction. It's a relationship. It's about seeing, celebrating, and sparking potential."
- Daizy Limo, Founder, RISE Global
02
Framework
The Three Types of Feedback
Not all feedback is the same kind of conversation. Before you speak, know which type of feedback this moment calls for. Using the wrong type - however well-intentioned - can miss the mark entirely.
Reinforcing Feedback
Strengthen what works
This is not generic praise - it is specific, evidence-based recognition of a behaviour or quality you want to see more of. When a mentee does something well, naming exactly what it was and why it mattered teaches them to repeat and build on it consciously.
Instead of: "Well done on your LinkedIn update."
Try: "The way you led your headline with your unique value - not just your job title - showed real strategic thinking. That's exactly the kind of repositioning that gets recruiters to stop scrolling. Keep that instinct."
Redirecting Feedback
Change course without deflating
This is the hardest type to deliver well. It addresses something the mentee is doing - or not doing - that needs to change. The risk is that it lands as criticism and shuts the mentee down. The goal is that it lands as a clear, caring steer that opens them up to a new approach.
Instead of: "You're not being proactive enough about your job search."
Try: "I've noticed that between our sessions, the actions we agree on aren't always happening. I'm not going to judge why - but I'd love to understand what gets in the way. Because the gap I see is between your ambition and your daily behaviour, and that's a gap we can close together."
Developmental Feedback
Stretch beyond current limits
This type isn't about fixing a problem - it's about helping a mentee who is performing well to reach a higher level. It challenges them to see further and aim bigger. Sylvia Musalagani's keynote at the RISE 2025 graduation was developmental feedback at scale: "It's not about working harder - it's about growing smarter."
Example: "You've nailed the technical side of your role. The next level for you is being known for it beyond your immediate team. Have you considered writing a short post about that project you just wrapped? Not because you need the visibility - but because your insights are genuinely useful to others."
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The Ask-First Rule - from RISE Module 3
Before sharing any feedback that could feel critical, ask permission: "Would it be helpful if I shared an observation?" or "Can I offer a different perspective on that?" This one question transforms feedback from something done to your mentee into something done with them. It also activates their receptiveness - people absorb feedback far better when they've opted into receiving it.
03
Frameworks
Three Frameworks for Structuring Feedback
Having good intentions isn't enough - delivery structure matters. These three frameworks give your feedback a shape that makes it easier to receive, remember, and act on. Choose the one that fits the moment.
Framework 1
The SBI Model - Situation · Behaviour · Impact
Best for: Redirecting & Reinforcing
SBI is the cleanest structure for factual, objective feedback. It separates what happened from what you think about what happened - removing assumptions and keeping focus on observable behaviour rather than character.
S
Situation
Name the specific context - when, where, what was happening. No vague "sometimes" or "always."
B
Behaviour
Describe only what you observed - not what you inferred or assumed. Stick to actions and words, not intentions.
I
Impact
Share the effect - on you, on the mentee's goals, on a stakeholder. Use "I noticed..." or "The effect was..."
In practice: "In our last session [Situation], when I asked about your plan for following up on those job applications, you said you hadn't had time [Behaviour]. What I noticed is that this is the second time we've set that action and it hasn't moved - and I think that gap is the thing standing most directly between you and your next step [Impact]. I want us to figure out why together."
Framework 2
The GROW Model - Goal · Reality · Options · Way Forward
Best for: Developmental & complex challenges
GROW turns feedback into a coached conversation. Rather than telling your mentee what to do, you guide them to discover it - perfectly aligned with RISE's principle of guiding without telling from Module 3. This is feedback as exploration rather than verdict.
| Goal |
Clarify what the mentee is trying to achieve in this area. "What would success look like for you here?" |
| Reality |
Explore where they actually are. "What's been happening so far? What have you tried? What's getting in the way?" Share your own observation here. |
| Options |
Generate possibilities together. "What could you do differently? What would a bolder version of you try?" Offer your own ideas only after they've generated theirs. |
| Way Forward |
Agree a specific next action. "What will you commit to before we next meet? When exactly?" Record it in the RISE Goal Tracker. |
Why it works: When a mentee discovers their own answer through good questions, they own it more deeply than if you'd told them. GROW produces insight that sticks.
Framework 3
WWW / EBI - What Went Well · Even Better If
Best for: Quick session reviews & work samples
This lightweight structure is ideal for reviewing a mentee's CV, a piece of writing, a presentation, or how a session went. It balances recognition with forward direction - and the "Even Better If" framing is crucial: it is developmental, not critical. It assumes competence and projects improvement, not failure.
What Went Well (WWW)
Specific strengths first. Name at least two things that genuinely worked - not as a warm-up before criticism, but as real recognition.
"Your opening paragraph immediately established your value proposition - that's a strong hook that most CVs bury at the bottom."
Even Better If (EBI)
One or two specific, actionable improvements - phrased as possibility, not problem.
"It would be even stronger if each role had one quantified achievement - even a rough number anchors your impact for the reader."
RISE tip: Always close with a question - "Which of those resonates most with you?" - so the mentee owns the next step rather than receiving a list of tasks.
04
Active Listening
Listen First: The Feedback Before the Feedback
RISE's Module 2 is explicit: Listening is Active. This is not a passive warm-up to the "real" conversation - it is the conversation. The quality of your feedback depends entirely on how deeply you have listened before you speak. A mentor who listens well gives feedback that is accurate, relevant, and timely. One who listens poorly gives feedback that is generic, misses the real issue, and can feel insulting.
The Listening Levels - Which One Are You at Right Now?
Level
1
Passive listening. You hear the words but you're already forming your response. You wait for gaps to speak. Your mentee can feel it. This produces feedback that misses the real point.
Level
2
Selective listening. You pick up the facts and key words but miss the emotional content - the hesitation, the pride, the fear underneath the words. Your feedback addresses the surface, not the root.
Level
3
Attentive listening. You are present and engaged. You absorb both content and some emotional tone. Your feedback is relevant but may still miss what's unspoken.
Level
4
Active listening. You listen to words, tone, body language (or energy on a call), and what is not being said. You reflect back. You ask clarifying questions before forming a response. Your feedback is accurate and felt.
Level
5
Empathic listening. You listen to understand the mentee's world from their perspective - their context, constraints, and history. Your feedback is deeply relevant because it sees the whole person. This is what Joyleen described: "My mentor didn't just understand my career path - she understood me."
Techniques for Deeper Listening
Reflect back
Repeat the key point in your own words: "So what I'm hearing is that you feel ready for the next step but aren't sure what it looks like yet - is that right?"
Name the emotion
"You sound uncertain about that - or maybe frustrated? Help me understand what you're feeling about it." Naming an emotion gives the mentee permission to acknowledge it.
Pause before responding
When a mentee stops speaking, count silently to three before responding. The pause signals respect and often prompts them to add the most important thing - the thing they weren't sure was safe to say.
Ask about the unsaid
"You mentioned that quickly and moved on - I'd like to go back to it. What's underneath that?" Some of the most important feedback opportunities sit in what the mentee glosses over.
05
Hard Conversations
Giving Feedback That's Hard to Say
The RISE programme is built on mutual trust and respect - and that means being honest even when it is uncomfortable. Withholding important feedback to avoid an awkward moment is not kindness; it is a failure of the relationship. The goal is to find the language that is truthful and caring simultaneously.
Scenario
Your mentee keeps missing committed actions
❌ Avoid this
"I notice you haven't been completing your actions. You need to take this more seriously if you want to progress."
→ Judges intention, assumes laziness, closes down conversation
✅ Try this instead
"I want to raise something I've been noticing and I'm raising it because I care about your progress. The actions we agree on aren't moving. Before I share my thoughts, I'd love to hear from you - what's been getting in the way?"
→ Signals care, curiosity over judgement, opens the real conversation
Scenario
The mentee has unrealistic expectations of where they are
❌ Avoid this
"That's quite ambitious for someone at your level. I think you need to be more realistic."
→ Deflates ambition, positions you as limiting rather than enabling
✅ Try this instead
"I love that you're aiming high - and I want to help you get there as directly as possible. Can we look honestly at what a recruiter for that role would need to see on day one? That'll help us build the most effective bridge."
→ Preserves ambition, focuses on the gap as a project, not a barrier
Scenario
The mentee pushes back or gets defensive
❌ Avoid this
Doubling down, getting defensive yourself, or backing away entirely from the feedback because it feels uncomfortable.
→ Signals that honesty is unsafe, or that you'll capitulate under pressure
✅ Try this instead
"I hear you - and it's absolutely fine if you see it differently. I'm not asking you to agree with me right now. I just want the observation to be on the table. You can come back to it in your own time."
→ Holds the feedback, reduces pressure, preserves the relationship
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Know the Boundaries - RISE Module 3
Your role as a RISE mentor has boundaries. Feedback should stay within the domain of professional development, career planning, and the mentee's stated goals. If a mentee discloses something that goes beyond your competence or remit - personal crisis, mental health, serious welfare concerns - the right response is to listen with care, acknowledge what they've shared, and refer them to the RISE Programme Coordinator (hello@riseglobal.co.uk) or appropriate support. This is not a failure of mentorship - it is good mentorship.
06
Language Bank
Words That Work: Feedback Phrases Ready to Use
The difference between feedback that motivates and feedback that deflates is often a single word choice. Use these phrases as starting points - adapt them to your natural voice and the specific context with your mentee.
Opening & Inviting Feedback
- "Can I share an observation with you?"
- "I'd like to offer a perspective - feel free to push back."
- "Something I've been noticing that might be useful to name…"
- "Before I share my thoughts, how do you feel it went?"
- "I want to raise this because I believe in what you're capable of."
Reinforcing Strengths
- "What you just did there - did you notice that? That was…"
- "That's a genuine strength. It shows up in how you…"
- "I want to name this specifically because I think you underestimate it."
- "The reason that worked is because you…"
- "That's the kind of thinking that gets people noticed."
Redirecting Gently
- "I wonder if there's a different approach worth exploring here."
- "What would it look like if you tried it this way instead?"
- "The impact of this on your goal is… - is that the impact you want?"
- "I'm going to name a pattern I've noticed - tell me if I'm wrong."
- "What would change if you approached this with more…?"
Closing & Anchoring
- "What resonated most with what I shared?"
- "What do you want to do with this?"
- "What's the one thing you're taking away from today?"
- "How are you feeling about what we discussed?"
- "I'm proud of how you're approaching this - keep going."
07
Reflection
After Every Session: Your Feedback Self-Check
Good mentors get better over time by reflecting on their own practice. After each session - whether you gave direct feedback or not - spend five minutes with these questions. Note your answers in the RISE Learning Log alongside your mentee's progress.
Mentor Feedback Self-Check
| ☐ |
Did I listen before I spoke? |
Did I form my feedback after genuinely hearing my mentee - or did I come with a script? |
| ☐ |
Was my feedback specific? |
Could my mentee act on it immediately, or was it too vague to be useful? |
| ☐ |
Did I guide without telling? |
Did I ask questions and create space for the mentee to discover, or did I prescribe solutions? |
| ☐ |
Did I reinforce as well as redirect? |
Did I name specific strengths - or was the session weighted toward what needs to change? |
| ☐ |
Did I ask before advising? |
Did I check whether feedback was wanted before offering it - or did I assume they needed my input? |
| ☐ |
Did the mentee leave with energy? |
Did they seem more motivated and clear after our session than before - or more overwhelmed? |
| ☐ |
What would I do differently? |
One honest observation about my own feedback practice - and what I'll change next session. |
Record this in your Learning Log after every session. Over the 8 weeks, patterns in your own mentoring practice will emerge - and that reflection is how you grow as a mentor, not just how your mentee grows.
Quick Reference: The RISE Feedback Compass
| Before you give feedback |
While you give feedback |
After you give feedback |
Never do this |
✔ Listen first, deeply
✔ Ask before advising
✔ Choose the right type
✔ Check your intention
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✔ Be specific, not vague
✔ Address behaviour, not character
✔ Use "I noticed" not "You always"
✔ Pause after each point
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✔ Ask what landed
✔ Agree a next action
✔ Record in Learning Log
✔ Check in next session
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✘ Pile on multiple issues
✘ Give feedback via message
✘ Withdraw it under pressure
✘ Make it about your experience
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