Effective Coaching Skills
Provide Feedback as a coach
Giving feedback to the people we coach can be very powerful and it's extremely important. To help us improve our feedback skills and our impact as a coach, here are five guidelines to follow. 1. Feedback should be specific. Instead of saying something general like, "I've noticed that you tend to be critical of your co-workers," provide examples like "During the three o'clock meeting yesterday you dismissed Sean's idea and it seemed like you were uninterested in his perspective. Was that your intent?" Don't assume you know what they're thinking. Ask, focus on observable
actions, sticking to facts, and make sure you link your feedback to a specific
outcome. What's the result of the behaviour you are discussing? "I heard great
things about you from a guest this morning. That new weekly follow-up strategy, it's working." Employee’s changed a behaviour and the result is greater guest satisfaction. Be
specific and highlight why the behaviour matters.
2. Feedback should be timely
If it's June and an employee has a huge win, or a behavioural problem, that feedback shouldn't wait until November performance review. They need to know that we, as leader and coach, notice what's going on. Either to celebrate with them, or to guide them in making immediate improvements. Don't wait. 3. Feedback should be purposeful. Whatever feedback we provide, it should be focused on helping the colleague improve and develop. Before you deliver suggestions or constructive criticism, ask yourself, what's the purpose of this information? Is it relevant here? Could it make a difference in their performance or ability to reach their goals? By answering those questions before you start providing feedback, you can frame your
conversation in a way that feels helpful and targeted. Rather than critical or petty.
For instance, "I am sharing this with you, because I know you want to improve your sales numbers. And I believe this is an important adjustment that can help you do just that." To colleagues, that approach shows that you care about them and their goals and want to help them, which makes them listen to
your message in a very different way.
4. Feedback should be tactful.
It's never easy to deliver negative feedback, but colleagues can't improve if they don't know what needs to change. Remember to keep the emphasis on the problematic behaviour or situation rather than implying that someone is a bad person. Keep your emotions in check and be careful with your word choices. It also helps if you try to start your sentences with I, rather than you, to minimize defensiveness. For example, "I am concerned about the tone you used with the guest on the phone this morning." That makes a completely different impact than saying, "You are way too abrupt." 5. Feedback should be ongoing. In the coaching relationship, feedback needs to be a regular part of your ongoing conversations. It's not a onetime event. As trust develops, you should be able to offer real time feedback in formal and informal settings, rather than only scheduled meetings. The best way for employees to grow is by having a coach who is tuned in and paying close attention to their work, someone who cares enough about their success to speak up when they see performance that need honest assessment of what went wrong. When coaches consistently deliver purposeful feedback that is specific, timely, and
compassionate, colleagues will quickly develop the skills they need to accelerate their careers.
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