Feedback becomes difficult to use when it sounds like a judgment about identity. “You are unreliable” gives someone a label to dispute. “The last two updates arrived after the agreed time” names something you can examine together. Check your facts before the meeting and choose an example that matters to the work, rather than a minor irritation.

Explain the practical effect without exaggerating it. For example: “When the update arrives after planning, I have to revise the assignments.” Then make a specific request and ask for the other person’s perspective. The first-30-seconds structure can help you put those pieces in an order that is easy to follow.

You cannot guarantee that someone will feel comfortable receiving feedback. If they disagree, ask which part they see differently: the event, its effect, or the expectation. Listen for workload constraints, missing information, or unclear ownership. Understanding a constraint does not mean abandoning the standard; it helps you agree on a workable way to meet it.

Close with an action both people understand and a time to check progress. If the discussion also reveals something you could do better, model receiving feedback as a manager. Acknowledging your part keeps the conversation focused on improving the work rather than winning an argument.