Editor's note: This popular story from the Daily Briefing's archives was republished on June 27, 2023.

To deliver feedback that drives change, leaders should consider the most effective delivery method—instead of simply relying on a communication style that is comfortable or convenient. Writing for the Harvard Business Review, Sarah Gershman and Casey Mank explain when to deliver written or spoken feedback.

Executive speech coach Sarah Gershman is the CEO of Green Room Speakers and a professor at the McDonough School of Business at Georgetown University. Casey Mank is the co-founder of women-owned company Bold Type.

3 times leaders should deliver written feedback

While it can be tempting to default to a comfortable or convenient communication style when delivering feedback, certain communication styles may not yield the best results in every situation.

"In order for feedback to land effectively, you need to consider what will work best for the context, audience, and goals of your specific situation," Gershman and Mank write. "Spoken and written feedback are both necessary, and each has their time and place."

According to Gershman and Mank, written feedback is the most effective way to deliver feedback in three situations:

1. When you have adequate time

Before delivering written feedback, it is important to review your comments. "Take an extra minute to read over written feedback and make sure that you're happy with it being reviewed carefully and saved as a record of the interaction," Gershman and Mank suggest. In addition, the authors suggest doing a "tone check" for language that could be misinterpreted.

To make written feedback effective, leaders should "make sure to include clear and unmissable signposts of warmth, encouragement, or gratitude."

"Writing is not the place for off the cuff feedback on someone's performance that could have outsized impact or come across as harsher than you intended," they note.

2. When you want to provide a recap of a conversation

When feedback includes action items or information that may need to be reviewed in the future, leaders should consider delivering written feedback.

"If you tell someone more than two things, don't assume they will hold on to all the details," Gershman and Mank write. "Follow up with a written recap to help them implement everything you want to see from them in the future."

3. When you need to give someone time to process information

According to Gershman and Mank, "[p]eople will often hear feedback better in a conversation if they have time to process it first in writing."

3 times leaders should deliver spoken feedback

While written feedback can be highly effective, spoken feedback can be more appropriate in three situations:

1. When you are delivering complex feedback

If a conversation involves complex correspondence back and forth, a verbal conversation "will likely yield better results when your feedback could evolve or change depending on input from the other person," Gershman and Mank write.

"A conversation allows for fuller exploration of the complexity of the issue and thus results in better solutions," they add.

2. When difficult emotions are involved

Anytime emotions are involved, a conversation will likely be more effective. "And yet we avoid conversations precisely because the difficult emotions are painful to confront," Gershman and Mank note.

Still, when a person receives negative written feedback, they may have a stronger reaction than if they hear it in a conversation. "And because they may feel even more hurt, they are more likely to misunderstand the feedback and take it more personally," the authors write.

3. When you are trying to repair or build a relationship

Leaders sometimes avoid delivering feedback because they are worried it will negatively affect the relationship. However, "[c]lear and thoughtful feedback can actually have the opposite effect and strengthen the bond—if it's a conversation," according to Gershman and Mank.

"This is because good feedback is collaborative," they write. "When you take time to listen to the other person's perspective and work together to find solutions, you can end up coming to a place of deeper mutual understanding." (Gershman/Mank, Harvard Business Review, 12/14)