Agenda
Objectives
Coaching Is
Teaching
Motivating/Encouraging
Communicating/Listening
Setting Goals
Providing feedback
Informal (day-to-day coaching)
Formal (performance evaluation)
What Feedback Is and Isn’t
Feedback is one aspect of the coaching
process
Feedback 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 Feedback
You 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 change
It is easier to accept the status quo
Outcomes of Effective
Coaching/Feedback
Results in positive change and strengthened
commitment
Produces or maintains a positive work
relationship
Two-way communication built on mutual
trust and respect
Focused on problem solving and overcoming
resistance to change
Benefits of Providing Feedback
Feedback becomes easier through practice
You feel greater freedom to take action in
tough situations (permission)
You prevent situations from escalating into
crises
You engage in more productive interactions
You strengthen your workplace relationships
Steps Before Scheduling a
Coaching/Feedback Session
Observe behavior
Avoid premature judgments
Look at own behavior
Schedule meeting (informal or formal)
During Coaching/Feedback
Session
Listen actively
Ask right questions
Advocate opinions
Give feedback
Secure feedback
Build 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 Attention
Plan 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 Won't Do
Never had skill or Has the needed skills
some of the skill was
lost
Has the needed knowledge
Never had knowledge
or some of the
knowledge was lost
Situation is familiar
Situation was new
Skills did or are
Skills did not or are transferable
not
transferable
Solving Can’t Do Problems
Resources – 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 Guidelines
Determine the appropriate time and place
Deal with specifics – not mixed messages
Focus on behaviors not attitudes (you can’t
be the judge)
Keep feedback impersonal
Ask employee for input and approach for
solving problem
Listen to employee’s perspective
Feedback Guidelines
Ask for feedback (what could you have done
differently to avoid this situation)
Come to agreement on how to solve problem
Summarize suggestions/agreement
Follow up with action plan
Questions?
