Do not start with but
The first instinct is to supply the circumstances, and it is almost always accurate. It is also heard as not having taken the feedback in, and that is what turns one observation into a pattern in somebody's head.
The circumstances are worth saying. They are worth saying second. The order is the entire technique and it costs nothing to get right.
Name the specific thing back
Not the general point. The actual example: so on Thursday's call, when I cut across the client. Saying it back is the only available proof that you heard it rather than survived it.
It also forces a useful check. If you cannot say the example back, you did not get one, and the next section is what to do about that.
Ask for the detail
What exactly, when, who else noticed. This is not pushing back and a reasonable manager is usually relieved to be asked, vague feedback is often vague because giving it was uncomfortable, not because the detail does not exist.
Leaving the room without it is the worst outcome of the meeting. You will have agreed to change something and you will not know what.
End with one concrete thing
One action and a date to check back. Otherwise the conversation happened and nothing did, and you will have it again in six weeks with more evidence attached.
Nadia Hussain has two people who came to her afterwards and a specific example ready. The rubric scores ownership separately from agreement, which matters: you can disagree with feedback and still own the part that was yours, and those are different things.
