As quality professionals we can spend a lot of time reviwing other's work. Let's start building a collection of best practices here. I'll start with something I use to train quality folks.

People need to feel respected and have a sense of self-worth in order to be motivated, confident, innovative, and committed to their work.
If an event isn’t written well or displays poor decision making:

• Focus on facts. Don’t say things like “You missed containment.” Instead, give specific facts: “We need to explain what happened to the material on the floor.”
• Respect and support others. Even when people aren’t performing their best, they need to feel your support and to know that they’re valued.
• Clarify motives. Don’t jump to conclusions. Keep others’ self-esteem in mind, and you’ll be more likely to ask “What can you tell me about this error?” instead of “Don’t you care about quality?”

When someone does a good job, succeeds at a task, or makes an effort, enhance their self-esteem:

• Acknowledge good thinking and ideas. Demonstrations of appreciation encourage people to think and contribute and support innovation and intellectual risk taking.
• Recognize accomplishments. People need to hear specifically what they’ve done to contribute to the team’s or organization’s success. This encourages them to sustain or exceed expectations.
• Express and show confidence. Voicing trust and calling on people to demonstrate their abilities boosts confidence and self-worth.
• Be specific and sincere. When you describe in detail what people do well and why it’s effective, they know exactly what you’re recognizing and can replicate those actions.

Nothing can deflate people’s confidence faster than telling them they’re responsible for something and then doing it yourself. Conversely, when you provide support without removing responsibility, you build people’s sense of ownership as well as the confidence that they can accomplish it. Finally:

• Help others think and do. Provide your support in two ways: Help others think of ideas, alternatives, and solutions, then support them so that they can execute the plan.
• Resist the temptation to take over. Keep responsibility where it belongs.