coaching and providing feedback
DESCRIPTION
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. - PowerPoint PPT PresentationTRANSCRIPT
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AgendaObjectives
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Coaching IsTeachingMotivating/EncouragingCommunicating/ListeningSetting GoalsProviding feedback
Informal (day-to-day coaching) Formal (performance evaluation)
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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
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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
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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
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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
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Steps Before Scheduling aCoaching/Feedback SessionObserve behaviorAvoid premature judgmentsLook at own behaviorSchedule meeting (informal or formal)
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During Coaching/Feedback SessionListen activelyAsk right questionsAdvocate opinionsGive feedbackSecure feedbackBuild agreement
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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
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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?
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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
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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?
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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
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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
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Questions?