How can you align your feedback with coachee's goals?

You simply can't start a coaching engagement without knowing and aligning on the goals of the individual you are coaching. That would be a crazy as the cooking shows where they are given mystery ingredients and asked to make a masterpiece. Is it possible? Sure. Is it smart to do with a human vs. a piece of poultry? Not so much. Take as much time as you need to to ensure there are clear SMART goals and "why" these and why now. Understand what makes them significant to that person and their situation. Once you know you are ready to go!

Coaching is not about you; it’s about your client. It’s what they want. Their goals. You don’t even have to agree with them; you just have to help them get there.

To align feedback with a coachee's goals: 1) Understand their objectives by actively listening. 2) Focus on strengths and areas for improvement. 3) Be specific and relevant with examples. 4) Encourage self-reflection for ownership. 5) Set measurable milestones. 6) Be supportive and empathetic. 7) Seek feedback for continuous improvement. Adapt as needed.

This is a fantastic model to use and very easy to apply. This framework provides the guardrails necessary to cite your observations and insights in a meaningful and constructive manner. Coaches are not in the business of reporting their feelings. Maybe opinions but only if something backed them to support the claim. Focus on the facts, not the fiction. If your client wants a good story, provide them a great book to read but leave the reporting to SBI. It works when you work it.

Correct, balance is the goal and I recommend shifting away from positive and negative and focusing on the word constructive. When you aim to provide constructive feedback, it can take many forms and various formats. Whether you use the sandwich model or something else, you should always aim to combine both delivering feedback. Remember what your goal and intention is. When you frame up feedback (in general) with positive intent the outcome can be powerful. Don't be shy and go easy... go smart and be bold.

I am a huge proponent of driving meaningful performance conversations especially for/with people managers and their teams/people. This means a dialogue, not a monologue. It's a two-person exchange not one person or one size fits all. Just because you are delivering the feedback doesn't mean you have all the answers (just the questions and observations). I invite you to get curious and courageous and engage with the other person by asking open and closed-ended questions. Find out the "why" behind any performance issues. We can conclude no meaningful conversation without alignment on next steps and actions. Make sure you also schedule your next formal touch base.

Two words: Check In I can't simplify this any further. The check-in is a must so you can provide ongoing feedback, get a pulse check, and treasure the moments you get to find out if they are on the right path and if they need anything that they may not have needed when you first met.