Most feedback fails the moment it is received, not when it is given. The brain treats status threat like physical threat, and a clumsy opening triggers the defences before a word of substance lands.
The research is consistent on what changes the odds. Feedback lands when it is specific, when it is timely, and when the receiver believes the giver is on their side. Vague praise and stockpiled criticism both fail for the same reason: they carry no usable signal.
Framing does the heavy lifting. "Here is what I noticed, here is the impact, here is what I would try" gives the receiver something to act on instead of something to defend against.
And it is a skill, which means it is coachable. The managers who give feedback people act on are rarely naturals — they have simply practised the moves until the discomfort stopped running the conversation.