How can coaching models and tools improve feedback?

Absolutely feedback is indeed a cornerstone of effective executive coaching. Coaching models and tools play a pivotal role in enhancing the feedback process. For instance, the GROW model (Goals, Reality, Options, Will) provides a structured framework for discussing feedback. Let's say a coach works on communication skills and receives feedback that they tend to dominate discussions. Using GROW, the coach can guide them to set - Specific communication goals, - Explore real-life scenarios, - Brainstorm alternative approaches, and - Commit to practicing new techniques. This model fosters - Constructive dialogue, - Ensures clarity and - Facilitates actionable steps for improvement in a supportive and objective manner.

Coaching tools are usually very powerful and handy when giving feedback and helping people gain awareness on area of improvement. Beyond the tools listed, it is also important that a coach becomes a master at using questions because asking the right questions at the right time can open the coachee to infinite state of awareness. It is also important for the coach to acknowledge that the way the questions are asked can either demonstrate curiosity or judgement so it is important to have the right intentions before proceeding with giving feedback or using any of the coaching tools

Here are some benefits of coaching models and tools: Relevance: Coaching models and tools help align feedback with the coachee's unique context, goals, and actions, increasing its pertinence and usefulness. Acceptance and Appreciation: By involving the coachee in the feedback process, they become active participants, enhancing their engagement and receptiveness of the feedback offered. Impact and Sustainability: The utilization of coaching models and tools fosters learning, growth, and change, making feedback more effective and long-lasting. By studying and using coaching models and techniques, coachees and coaches may enjoy their coaching experience more. This results in happier, more knowledgeable, and more successful coachees.

When coaching, it is so important to leave 5 minutes for feedback at the end of every session as well as doing periodic evaluation. All of the tools and models mentioned are helpful for professional development, once we know where the improvement opportunities lie. You can use simple standard questions in each session like "Can you tell me one thing you really enjoyed about this session, and one thing you think could be improved" You can use different questions during periodic review (every 3 sessions or so) like "Is this coaching programme meeting your expectations?" "Is there anything about the process so far you would change or improve?" Consistently asking these questions is key to being able to make good use of models and tools.

With the awareness around Diversity and Inclusion, giving feedback has become a crucial element to understand. We have diversity in terms of gender, religion, ethnicity and age to list few common ones. Each of these groups have different perspectives when it come to giving or taking feedback. Words like "mansplaining"or "manvising" have now been coined just due to 'feedback-giving' spirit not going the way it was intended. Few old organsations now have have 3-4 different generations working together, where the Zillennials want instant feedback and the Baby Boomers are still ok with once a year review. What works best for including the diverse workforce needs thorough understand and a sensitized organisation culture.

You can add: Stay focused on the problem, Offer meaningful and actionable suggestions on how to improve, Give timely feedback.

I find that Nonviolent Communication (NVC) is a powerful tool for both giving and receiving feedback in a respectful and constructive way. When you start by describing the behavior you want to discuss without any judgment and stick to the facts, you take focus away from the person and there is no blame involved. Express your feelings as clearly as you can, about the situation using "I" statements. Then you mention the underlying need or value that wasn't met due to the behavior. This appeals for understanding by the other party. Finally, you make a clear and specific request for a change in behavior, asking for what you'd like to see happen in the future.

Providing feedback during a coaching process is a way to track the progress of the coachee. Providing feedback is never easy. People like to get advice, to be listened to, but not criticized. It is important to approach feedback in a way that is encouraging. A coach's first obligation is active listening. Both coach and coachee must keep in mind that coaching is about helping the coachee to find the answers within herself. Asking questions is the best tool to do this. We can also ask questions to provide initial feedback. And when it comes to providing an opinion or advice, it is a good idea to balance it with some positive feedback and then address the areas of opportunity.

Coaching models and tools can enhance the feedback process by providing structured frameworks and techniques for giving and receiving feedback. Models like the "GROW" or the "SBI" (Situation, Behavior, Impact) offer clear structures for delivering feedback effectively. Tools like 360-degree assessments and self-assessment questionnaires can provide valuable insights into strengths and areas for development. These models and tools promote constructive communication, encourage a growth mindset, and facilitate open dialogue between the coach and coachee. By using these resources, both parties can navigate the emotional aspects of feedback more objectively and work collaboratively towards professional development.