To often, we see constructive feedback as one-way communication where we share what we think someone should or should not do. This often makes the recipient defensive and feel like they have less agency. If we approach giving feedback as we do when we look to engage others in solving a problem, our recipients are likely to feel more open and involved. Rather than declare the desired course of action, you can ask how you can help bring about the course of action.
Imagine a chronically late employee. You could declare: "You are not prioritizing this meeting appropriately. Show up 5 minutes early next time." Or, you could ask: "What can we do to help you attend our next meeting on time?"
By reframing constructive feedback as a problem to be solved, you can foster a more collaborative interaction that may result in better, longer lasting outcomes.