How can you provide constructive feedback to your leadership development coachee?

1 Use a feedback model

A feedback model is a structured and systematic way of delivering feedback that ensures clarity, consistency, and relevance. There are various feedback models that you can use, such as the GROW model, the SBI model, or the COIN model. Each model has its own advantages and disadvantages, depending on the context and purpose of the feedback. The key is to choose a model that suits your coaching style, your coachee's preferences, and the specific situation.

2 Focus on behavior, not personality

When giving feedback, it is important to focus on the observable behavior of the coachee, not their personality traits or intentions. For example, instead of saying "You are too passive in meetings", you can say "I noticed that you did not contribute much in the last meeting". This way, you avoid making assumptions, judgments, or labels that can trigger negative emotions or reactions from the coachee. You also make it easier for them to accept the feedback and act on it.

3 Balance positive and negative feedback

Another tip is to balance positive and negative feedback, so that you do not overwhelm or discourage the coachee. Positive feedback is feedback that acknowledges and reinforces what the coachee is doing well, while negative feedback is feedback that points out what the coachee needs to improve or change. Both types of feedback are essential for learning and growth, but they need to be delivered in a balanced and appropriate way. A common rule of thumb is to use the sandwich method, which is to start with positive feedback, then give negative feedback, and then end with positive feedback again.

4 Be specific and timely

Feedback should also be specific and timely, meaning that it should address concrete examples and situations, and be given as close as possible to the event or behavior. Specific and timely feedback helps the coachee understand what they did well or poorly, and what they can do differently next time. It also prevents confusion, misunderstanding, or memory loss that can occur if the feedback is too vague or delayed. For example, instead of saying "You need to work on your communication skills", you can say "In the presentation yesterday, you spoke too fast and did not make eye contact with the audience. Next time, you can slow down your speech and look at different people in the room".

5 Involve the coachee in the feedback process

Finally, feedback should be a two-way dialogue, not a one-way monologue. You should involve the coachee in the feedback process by asking them open-ended questions, listening to their perspective, and inviting them to share their own feedback. This way, you can create a collaborative and trusting relationship with the coachee, and help them take ownership and responsibility for their own development. You can also use coaching techniques such as paraphrasing, summarizing, reflecting, and challenging to facilitate the feedback conversation and encourage the coachee to think critically and creatively.

6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?