Abstract: Dear Editor, Feedback is the cornerstone of effective clinical training, so that correct performances are reinforced, incorrect ones are modified, and a path toward progress is identified. Feedback provides trainees with information needed to minimize the gap between desired and actual performances and encourages them to rethink and improve their performance (1). The present article describes Pendleton’s rules and its benefits, criticisms, its modified form (Pendleton plus), and its application in echocardiographic training. Pendleton’s rules, which outline the usual process for giving feedback to trainees (2), include the following stages: Trainee states which items he/she has done well Trainer states which items the trainee has done well, and discusses with the trainee how these were performed well Trainee states which skills he feels should be performed differently Trainer states what the trainee has to do to improve the identified skills Trainee provides his practical performanceimproving program (3). According to these rules, the trainer provides the trainee with balanced feedback when there is a suggestion for improvement (2, 4). The trainee and the trainer first focus on the trainee’s strengths, then on his weaknesses, and then the trainer provides suggestions for improvement. Thus, strengths and weaknesses are equally considered, where strengths are reinforced, and the trainee is given the opportunity to evaluate his performance prior to receiving criticism, in a way to significantly reduce defense against received criticism. Stating his own limitations provides the trainee the opportunity to rethink, creating a safe environment for receiving feedback (2, 4, 5). For learning to happen, the trainer should go beyond merely stating what areas are lacking, and he should provide the trainee with corrective suggestions (4). However, there have been several criticisms exacted on these rules, including inflexibility, the providing of feedback in an artificial setting (2), impossibility of separating strong and weak points in many cases (5), hypocrisy, no consideration for constructive criticism and interactive discussion, time-consuming, allocation of little time to assess weaknesses (4), making the trainee anxious due to the delayed assessment of weak points (2, 4), describing events and inadequate analysis, absence of comment on how good a trainee’s performance is (6), and that in applying these rules the trainer often states either what needs to be changed or how this performance can be improved, and rarely both together (6). According to the conscious-competence model that has been designed for learning skills, when a trainer asks a trainee what he feels he has done well, he is referring to the conscious-competence stage in which the trainee has acquired the skill but has to profoundly focus on that skill when performing it. When the trainer cites any unmentioned items done well by the trainee, he is referring to the unconscious-competence stage, where the trainee has mastered the skill and performs it unconsciously, without thinking (the trainee can also perform other tasks at the same time). When the trainee is asked to state skills that need to be improved, this refers to the consciouscompetence stage, since the trainee is aware of these skills and the need to acquire them. When the trainer reviews items that need to be altered to enhance the trainee’s skill set, he refers to the unconscious-competence stage, since the trainee has no awareness of the intended skill (7, 8). Given these criticisms, the modified version of these