Coaching Skills – Feedback Techniques

ANNE-MARIE ORROCK | MAY 2008

Objectives

– Importance of feedback– Types of feedback– Features of Effective Feedback– Feedback Session Model– Feedback Techniques– Follow up

Why give feedback?

– Helps employees identify areas for improvement.

– Imparts ways to improve and correct performance.

– Boost confidence in areas they have correct performance & behaviour.

– Motivates behaviour change.• Intrinsically/ extrinsically?

Types of Feedback

Reinforcing feedback

Corrective feedback

Reinforcement FeedbackCommends a good job done. Urges recipient to continue with the performance

and strengthen it.

Be specific on:• what is good • what you like about it • The impact it has on outcomes, you and others.• PAR Model

Write down and plan the above points prior to meeting. Don’t try and do it ‘off the cuff’

Corrective Feedback

Points out areas of performance or behaviour needing improving or modifying and suggestions on how to improve.

• Remember to employ ‘coaching’ (i.e ask vs tell) techniques to help facilitate feedback and how to improve.

• PAR Model

Features of Effective Feedback

•Understanding & supportive

•Planned, timely & regular

•Encourages self-assessment

•Focuses on modifiable behaviour

•Constructive and non-judgemental

•Focuses on desired actions

•Private

Understanding & Supportive

The purpose of feedback is to improve performance not to punish.

Give the space and opportunity for recipients to express their needs and concerns with ease.

Create an environment of trust:

•‘generous’ listening & speaking•Not interrupting•A calm and even voice•Concrete examples (negative and/or positive)•No disruptions

Timely & Regular

• Feedback given as close a possible to the time you observe or become aware of the incorrect behaviour or performance that needs improvement

• Feedback sessions should be scheduled at regular and mutually agreed timeframes and locations to enable feedback to occur.

Encourages Self-assessment

• Asking how employees feel they are going first opens up the opportunity for:

• Self regulation of performance and behaviour• Raises areas that you may not be aware they are not

performing• Less defensiveness allowing a more trusting and

open environment

Focuses on modifiable behaviour

Focus on behaviour or performance that can be modified

Ask employee how they would expect to make the change in the first instance.

Refrain from making generalised comments on their personality or traits that are a part of who they are and not necessarily modifiable.

Avoid accusatory statements, rather state what you observe.

Avoid statements that are judgemental or based on assumption.

Allow mistakes to be made. Create an environment where mistakes are crucial for learning and improvement not a punishable offense first time.

Choose words that con-struct and don’t de-struct the relationship.

Constructive & Non-judgemental

• Don’t give feedback that is not backed or supported with the desired action expected.

• Similarly with Reinforcement Feedback reiterate the praised behaviour or performance. Give specific examples of where they excelled.

Focuses on desired actions

Focuses on desired behaviours

Good job on the report it was well done.Good job on the Westpac case study. It was well done and particularly highlighted the strengths in portfolio investments. Your use of graphics made it very easy to interpret.

Focus on desired behavioursYou were really intimidating toward the client in that last meeting.

Did you sense at all that the client may have been at unease? Some times our industry terminology can be confusing. Maybe you could explain in more detail what specific terms mean...

Private

Corrective Feedback is best communicated in private initially

Reinforcement Feedback can be given privately or publicly – passive reinforcement is good practice and boosts peer esteem.

Feedback Session Model

1. Feedback session environment

2. The Feedback

3. Action Plan

4. Feedback Session Summary

Ask for self assessment first then give the observed first hand feedback

Together develop an action plan to improve and correct performance

Develop an environment of trust that is neutral, no distractions with enough time for both parties to express concerns.

Summarise feedback, action plan, first steps and follow up date.

Feedback Techniques

Ask-Tell-Ask

Sandwich

Bridge

Ask-Tell-Ask Technique

1. Ask employee for self assessment

2. Tell them the behaviour/performance you observe and how it differs to what you expect.

3. Ask employee how they think they could improve and what action they can take.

Recruitment Methods & CriteriaSandwich Technique

1. Praise for their strengths and areas of good performance.

2. Tell them the behaviour/performance you observe and how it differs to what you expect.

3. Praise their ability to adapt and modify and use examples where they have adapted and modified behaviour in the past successfully.

Recruitment Methods & CriteriaBridge Technique

Connecting concepts together from past to futureFocusing on:

Past positive behaviour/performance.

Present observed behaviour/performance.

Future behaviour/performance expected.

Follow Up

1. Critical in process to determine if feedback was absorbed and learning occurred.

2. Reflect on feedback and session value

3. Ask employee how session went and what they thought of their performance/behaviour that you described to them.

4. Are they clear of next steps or agreed action?

Use the wrap up/way forward stage of the GROW coaching model to gain commitment.

Wrap Up

GROW Model

Questions?

Thank You!