Rule 14 of 21 · Chapter III — Coach the Person
Give hard feedback within a day, say it once, and then treat the matter as closed.
Why this rule exists
Feedback delayed becomes feedback about a person's character rather than about a thing they did, because the specifics fade and the frustration doesn't. Feedback repeated becomes a grudge with a professional vocabulary. Saying it once, quickly, is what makes it survivable — and survivable feedback is the only kind people act on.
In practice
Have the conversation the same day if you can, the next morning at the latest, and be specific enough that it can only apply to that one incident. Then genuinely drop it: no callbacks in the next meeting, no reminders in a review three months later, no sharing it with peers. If the behaviour recurs, that is a new conversation about a pattern, and you say so.
When it doesn't apply
If you are still angry, wait until you aren't, even if that costs you a day. Serious matters that require documentation or HR involvement follow a different process, and closure isn't yours to grant.