Tips for Feedback and Coaching

When performance standards are not being achieved – or behaviours are observed that run contrary to our values – you need to have the courage to take the employee aside and tell them the truth.  Don’t put your head in the sand and hope the issue resolves itself.  Yes it can be uncomfortable for both parties – but this is what managers are paid to do.  Don’t make the mistake of protecting people’s feelings at the expense of the truth, because without your honest feedback they will not see the need to improve.

All of us have developed communication patterns that reflect our individual identities.  These patterns develop over time and become our preferred manner for communicating.  Your effectiveness in giving and receiving feedback will be enhanced if you are aware of your preferred communication style and that of your feedback recipient.  We tend to give and receive feedback in a manner consistent with our dominant communication style.  By recognising strengths and weaknesses of both your style, and that of the person you are communicating with, you can adjust your style to avoid conflicts and ensure understanding.

Since a good part of our self image is based on how others view us, when we find out that someone sees us in a less than positive light we may feel devastated.  Make it clear your intentions are positive. If you don’t have a positive intent you won’t overcome resistance and a positive outcome is not possible.

If the feedback needed is negative, consider putting it in the context of the positive work they do (where this can be done honestly and genuinely). Some people will need the reassurance that the whole situation is not negative if they are to be motivated to accept your feedback and work to improve.

Reinforcement feedback should be given as soon as possible to have the most impact.  For example, if an employee presents or performs strongly in a meeting, delivers an exceptional result or outstanding service, praise the performance immediately.  Be specific, mentioning the precise actions that you commend.  Be prepared to take a couple of minutes to talk about the positive effects of what they did.

Speak with an employee privately within 24 hours of a situation requiring you to give developmental feedback (i.e. feedback about a situation where performance or behaviour could be improved). Have the facts ready along with a clear view of how they can improve. Communicate developmental feedback constructively and specifically to enable an employee to improve.  Explain what was the performance or behavioral gap and the consequences of this for those affected.

“At least you tried hard.” Instead, be specific about what needs to happen, and help them figure out how to do it right.

Give employees an opportunity to share their ideas and concerns after you provide the feedback. Listen attentively to employees’ ideas and consider implementing ideas that might help improve the business.

Whether the coaching is to remedy a weakness or grow capability for a future promotion you need an agreed plan which:

• Identifies the improvement required (e.g. Acquire business development capability)
• Spells out the standard of achievement required (e.g. The level of competence and measures of competence)
• Details the action required (the usual S.M.A.R.T formula)
• Stipulates the assistance to be provided.

Provide assignments or goals that challenge your people and meet business needs at the same time.

People learn by doing.  Identify opportunities to delegate responsibility (increasing over time) to people who would benefit from growing capability in those areas.  Make sure you don’t abdicate or micromanage.  Discuss and make clear the level of delegation involved so that it reflects the employee’s capability.

State what you observe, be specific and direct, show sincerity, and communicate face-to-face for both motivational and developmental performance feedback.  Give timely recognition for a job well done.

One of the most effective coaching techniques is to partner someone with an expert and let them watch the Guru at work.  Organise for your “Expert” to involve and teach the coaching subject, giving them some tasks to do in return for the chance to learn.

Don’t wait for the formal performance review process.  Meet one-on-one with each person at least once per quarter to review performance and target both strengths and areas for development.

Collaboratively set plans that define how employees will prepare themselves — from training to work assignments — to grow in their skills and capabilities.

Give step-by-step instruction that involves your employee applying the skills or procedures in a hands-on way. (Maybe delegate this to an ‘expert’).

Catch employees doing quality work and demonstrating positive behaviours with the same effort that you catch them when performance doesn’t go as well as needed.

Back good people to succeed. Give them opportunities to grow/fail. That’s how we learn.