How can feedforward build your coachee's network and influence?

Feedforward is a coaching technique that focuses on positive and future-oriented guidance. By providing constructive suggestions for future actions, coaches can help coachees proactively address areas of improvement and foster a mindset of continuous development. The collaborative nature of feedforward encourages open communication, creating opportunities for networking and relationship-building within the organization. By harnessing the benefits of feedforward, coachees can strengthen their network and enhance their influence in the professional sphere.

"Feedback is the breakfast of champions." - Ken Blanchard Feedforward not only enhances individual growth but also contributes significantly to building a coachee's network and influence. By focusing on future-oriented suggestions and opportunities for improvement, individuals develop a proactive mindset. This, in turn, fosters positive relationships, as coachees are perceived as open to continuous improvement. The collaborative nature of feedforward encourages networking, creating a community of champions who value mutual development. The quote by Ken Blanchard emphasizes that, like breakfast for champions, feedback, especially the constructive and forward-focused nature of feedforward, is essential for personal and professional success.

Feedforward is a real relief for many people. The fact that we can help someone improve their performance, without delving into the difficult past, opens up communication channels that might otherwise be closed. I've found it especially effective in areas where trust may be difficult to establish, as it allows us to sidestep initial pitfalls. Focusing on the future and offering guidance on what could be done differently is a healthy starting point.

Feedforward helps to showcase your mindset as a leader: - To express vulnerability in an authentic way (you do not know it all) - Speaks volume about your self investment in growth and development and - Makes you more approachable as a person and professional

You can implement this by modeling and encouraging feedforward, exploring and challenging beliefs and assumptions,and guiding and supporting your coachee. Leaders can dramatically improve the quality of communication in their organization.

I have been teaching leaders feedforward techniques for years. There's one thing that many find challenging. They often ask in a way that is too broad. Instead of asking "What can I do in the future to be better?", we should phrase our questions to make it easier for others to respond. For instance: "I'm quite interested in your perspective. We are both set to attend two project meetings within the next three weeks. I'm curious about how you think I can improve my involvement for more collaboration in those meetings. That's something I'm currently striving for. What are your thoughts?" By doing this, we give context and are specific in our detail. This makes it far less likely for the respondent to say, "I don't know."

Make it a focused ask, rather than 'how can I be a better leader/colleague?' or 'how can I improve my presentation skills' I work with my executive coaching clients to identify a specific area and ask "what's one suggestion that will improve how I open my presentations?" or "what's one way I can increase interactivity during my presentation/" Once we have the 'ask' we'll then work to identify the people to ask for the feedforward - these might be folks in my coaching clients network, people they admire with the skill they are developing. When asking for the suggestion the guidance is simply to say "thank you" and not to fall into the trap of 'give me another', or 'that won't work', or 'tried that'.

Feedback is a very important part of this coaching or consulting journey. In my view, feedback serves as a source of growth. For one to grow,you need to hear from those you have worked with on your coaching journey. So as a coach or consultant,or a coachee your role is to be open to feedback,listen with an open heart and mind,and take all those as lessons for your growth. That's how you fuel growth on your Coaching journey.

I always say feedback or feedforward is simply data. The more data you collect the better it trends. If you don't like the data and it's not trending you don't need to consider it!

Kim Scott's Radical Candor question is a great one for this. She recommends saying something like, "What can I continue to do, or stop doing, to be more effective for you?" If you really listen, and take action, you will build trust with that individual to provide honest input.

Feedforward is a concept focused on providing constructive suggestions for future improvement, offering valuable insights into areas for growth without dwelling on past mistakes. Both giving and receiving feedforward are skills that require cultivation. By providing constructive and forward-focused suggestions to others, we can position ourselves as valuable resources and collaborators. Simultaneously, receiving specific feedforward helps us identify areas for improvement. Being open to receiving constructive suggestions requires a level of emotional intelligence that allows individuals to separate feedback from their self-worth. Emotional readiness and awareness are crucial components of the feedforward process.

So, I hate to be a bit of a contrarian here, but there's nothing -- read nada, zippo, zero -- new about "feedforward." Feedback, done correctly, has always included what we're now calling this new revelation. All good, just don't feel you're learning a new skill; you're simply correcting an old skill done improperly. Receiving feedback is always incredibly valuable. It's tough to get, and tougher to get accurate and relevant feedback. One way to soften the reticence is to simply ask, "What advice do you have for me, going forward? What would you do, if you were in my situation?" Then shut up, listen, internalize the response, and thank them profusely. Not necessarily new, but necessary still.

Feedforward focuses on future oriented solutions, enabling the coachee to enhance their skills,make better decisions and improve relationships. This proactive approach helps the coachee develop a positive reputation, establish valuable connections, and ultimately expand their network and influence.

Enhancing a coachee's network and influence through feedforward begins with a future-focused approach. Encourage them to discuss their development and potential contributions. Constructive dialogue is key; they should learn to offer and seek advice on future goals and strategies. This aids personal growth and strengthens their professional relationships. LinkedIn and similar platforms allow for brand improvement and progress sharing based on feedforward. Sharing these feedforward stories publicly inspires others and showcases their commitment to continuous improvement. By adopting these strategies, coachees strengthen their development and significantly expand their influence and network.

A pre-requisite to feedforward is having a strong rapport and trust, which is the foundation of any great Coaching Sessions. Feedforward being future-focused and collaborative helps build on a growth mindset and sows seeds of improvement for Both Coach and coachee. Implementing the feed-forward received results in positive changes for the Coachee who in turn becomes the torch bearer to others on a similar journey, thus building their Influence and network. you ask your Coachee "What would be most meaningful for the time together? or do a mid-point check-in as to how the conversation is aligned to the goal , we are building a feedforward system where the coachee can convey his views openly thus building our influence as a Coach

I think the best way to start coaching a client to cultivate the habit of giving and receiving feed forward is to role model that behavior as a coach! How about asking them "what can we do differently in our coaching relationship to make it more useful for both of us?" or " how can we make this engagement deeper and meaningful?". What a wonderful way to demonstrate a feedforward mindset as a coach.

To layer on the suggested approaches, I would suggest defining clear goals for using feedforward. Explore a level or two deeper beyond 'to build their network and influence'. Help coachees write specific objectives for their network and influence aspirations. This helps tailor feedforward requests. I would also suggest arming coachees with powerful questions to unpack any feedback received within their network, anchoring questions against their strengths, desired improvements, and concrete actionable steps for improvement. The coach can also prepare the coachee thru role-playing and networking simulations, giving coachees a safe space to practice and learn.

Although moving from feedback to feedforward has a great deal of merit in terms of long term engagement and creating a culture of accountability and empowerment- this system needs to be introduced incrementally. If there is a resistance to change then even a collaborative and inclusive method like this may not work! Leaders need to work at creating will and desire for change first. Employee buy-in, cooperation and participation are crucial in feedforward's effectiveness.

Remember that feed forward is given as gift as well as received and implemented in the same way. Once it becomes obligatory in either part, it can create greater levels of stress for the person being coached and resentment if the person offering that feed forward comes into the conversation with an expectation that it must be followed. Stay open minded, share willingly and allow that person to adapt and incorporate that feed forward as they can.

I use feedforward as a tool for all employees rather than only during coaching. I believe feedforward from peers, managers, and others in an org rather than feedback helps the person to perform better.

Marshall Goldsmith is a great proponent of feedforward. In his words, "Feedforward can reinforce the possibility of change. Feedback can reinforce the feeling of failure." That's exactly why feedforward makes us feel energised, while feedback can often make us feel ashamed or inadequate. Change that sticks requires a motivating vision of the future. Feedforward is how we build momentum and encourage clients to build a better future.