No framework, but I'd very much recommend reading up on "Difficult Conversations"[1], which has been very helpful for me ever since becoming CEO.

Giving feedback, more often than not, will constitute a difficult conversation, and the concept helps a lot with navigating those in a way where both parties can learn and grow from both emotional and 'semantic' conflicts.

[1] https://www.amazon.de/Difficult-Conversations-Discuss-What-M... Brief summary here: http://www.fscanada.org/wp-content/uploads/2013/12/Difficult...