This. I had to get a little used to not fluffing around my feedback. One of our managers just asked me to give it to him straight, directly and 1-on-1 and we’d get along fine. So we did. I still am having trouble with how little, what I see as fact based, feedback is needed before the average person has had enough.

Example: I like to point out shitty work processes (one needs a hobby). Anything with a few loops and some rework goes for me to start my first time right story. People take offense. No stop, you are not the process. You didn’t design it, you merely took part because we asked you to. Now stop and consider whether you think it is shitty and if so, what can we do? Can you do it? Do you need help? When? Organizationally, it’s a good riff. For me, it’s strange to do and see it help. It feels like delivering snake oil. (I rationalize this as delivering Lean in thirty minutes.)

My communication plan is facts >> options >> opinions >> advice. This way I help people mentally separate “what is” from whatever opinion I’m holding. This works for both verbal and written communication. It’s a coping strategy for being outlier direct.