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Coaching and Providing Feedback

Coaching and Providing Feedback. 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.

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Coaching and Providing Feedback

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  1. Coaching and Providing Feedback

  2. Agenda • Objectives

  3. Coaching Is • Teaching • Motivating/Encouraging • Communicating/Listening • Setting Goals • Providing feedback • Informal (day-to-day coaching) • Formal (performance evaluation)

  4. 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

  5. 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

  6. 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

  7. 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

  8. Steps Before Scheduling aCoaching/Feedback Session • Observe behavior • Avoid premature judgments • Look at own behavior • Schedule meeting (informal or formal)

  9. During Coaching/Feedback Session • Listen actively • Ask right questions • Advocate opinions • Give feedback • Secure feedback • Build agreement

  10. 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

  11. 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?

  12. 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 Do • Has the needed skills • Has the needed knowledge • Situation is familiar • Skills did or are transferable

  13. 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?

  14. 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

  15. 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

  16. Questions?

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