AgendaObjectives

Coaching IsTeachingMotivating/EncouragingCommunicating/ListeningSetting GoalsProviding feedback

Informal (day-to-day coaching) Formal (performance evaluation)

What Feedback Is and Isn’tFeedback is one aspect of the coaching

processFeedback is not positive or negative

it is supportive or corrective – both are POSITIVE

Supportive feedback reinforces a specific behavior

Corrective feedback provides an opportunity to recognize that a change in behavior is appropriate

Why We Avoid Providing FeedbackYou think the employee should know that

there is a problem You think if you deal with the problem, the

situation may create more conflict, entrenched positions, and take a major diversion of your attention.

Conviction that the other person won’t change

Conviction that the situation won’t changeIt is easier to accept the status quo

Outcomes of Effective Coaching/FeedbackResults in positive change and strengthened

commitmentProduces or maintains a positive work

relationshipTwo-way communication built on mutual

trust and respectFocused on problem solving and overcoming

resistance to change

Benefits of Providing FeedbackFeedback becomes easier through practiceYou feel greater freedom to take action in

tough situations (permission)You prevent situations from escalating into

crisesYou engage in more productive interactionsYou strengthen your workplace relationships

Steps Before Scheduling aCoaching/Feedback SessionObserve behaviorAvoid premature judgmentsLook at own behaviorSchedule meeting (informal or formal)

During Coaching/Feedback SessionListen activelyAsk right questionsAdvocate opinionsGive feedbackSecure feedbackBuild agreement

Consider Regular Feedback Sessions• Create agenda together• Opportunity to address issues before they

become problems• Demonstrate to employees that you care –

you value and respect them as a colleague• Build a working partnership between

“supervisor” and employee• Opportunity to improve performance and

results

Corrective Feedback Requires:Intention and AttentionPlan your feedback

What are the facts of the situation? Is this a can’t do or won’t do situation?

How will the employee see the situation?Ask yourself what role you played in creating

the situation? Training? Instructions? Resources?

What supportive feedback can I provide?What corrective feedback can I provide?

Can’t Do or Won’t Do Problem?Can't Do

Never had skill or some of the skill was lost

Never had knowledge or some of the knowledge was lost

Situation was new

Skills did not or are nottransferable

Won't DoHas the needed skills

Has the needed knowledge

Situation is familiar

Skills did or are transferable

Solving Can’t Do ProblemsResources – Were they available?Expectations - Were they clear?Training – What training was available or

can be made available?Ability – Can the employee learn the skill?

Feedback GuidelinesDetermine the appropriate time and placeDeal with specifics – not mixed messagesFocus on behaviors not attitudes (you can’t

be the judge)Keep feedback impersonalAsk employee for input and approach for

solving problemListen to employee’s perspective

Feedback GuidelinesAsk for feedback (what could you have done

differently to avoid this situation)Come to agreement on how to solve problemSummarize suggestions/agreement Follow up with action plan

Questions?