I think it helps to establish at the beginning what the common investment is. “We both want…”, “The department has established the goal of…”, or “We all have agreed our priority is…”. From there, the feedback should be tailored to support the value of that investment. The onus here is on the feedback-giver to make sure the conversation is relevant to the original assertion. Tying feedback to specific goals, milestones, performance measures, or the mission is a great way to ensure the feedback is really necessary. If you can’t make the connection, the feedback may not be warranted. At the same time, if you can make a direct connection, the feedback is more likely to be well received as “for the common good” and a conversation (rather than a lecture) can develop on activities that might best support the common investment from that point on.