How can you evaluate the impact of feedback on a coachee's growth?

Besides defining goals I'd add what is the new identity that the coachee wants to develop as a leader, team member or executive. And how this identity will support to achieve his or her goals

Analyzing how feedback affects a coachee's development is similar to tracking a journey's progress. First, we establish specific objectives; this is similar to marking locations on a map. What goals does the coachee have in mind? Which abilities or habits are they honing? Establishing these objectives gives the coaching process a road map. It is comparable to planning a route before embarking on a journey. Having specific objectives makes it easier for us to evaluate how feedback helps us get there, which makes it possible to track our progress efficiently.

I have learnt over the years the content of such conversations could be interesting and or important, now unless we have etched out the goals, we may end up having an interesting conversation, but may not be able to evaluate the success or achievement of goals. It's critical for them to be SMART, what isn't measured cannot be improved. Over time the Coach and Coachee would build an approach which will help them iterate mid course the conversation as well to ensure the direction is towards what the Coachee seeks.

Defining clear and specific goals is akin to creating a roadmap for studying the impact on a coachee's growth. It establishes a focused direction, outlining the desired outcomes and milestones. These goals serve as benchmarks to measure progress, providing a structured framework for evaluating the effectiveness of coaching interventions. By setting well-defined goals, the study gains clarity and precision, enabling a comprehensive assessment of the positive changes and advancements achieved by the coachee throughout the coaching journey.

I worked with a manager who needed to improve his team communication skills. We set specific goals like conducting effective team meetings and providing constructive feedback to team members. These goals were measurable through team feedback surveys and meeting outcomes. To measure his progress, we used a combination of self-assessment and feedback from his team before and after implementing the changes. The contrast in the team’s feedback pre and post-coaching was remarkable. Initially, the team felt their ideas weren’t heard, but post-coaching, they reported feeling more valued and understood. This measurable change in team sentiment was a clear indicator of the coachee’s growth.

Gaining insight via feedback is similar to compiling data from several perspectives. Using a variety of sources is similar to asking other passengers on the same journey for their perspectives. Colleagues, superiors, self-evaluations, and even clients can provide feedback. Getting a 360-degree perspective is the goal. If you were experimenting with a new recipe, you would want to hear from a variety of people to see whether it tastes exactly right. Comparably, a variety of feedback sources paint a complete picture of the coachee's development. This method allows us to view the journey from several angles, enabling a more precise assessment of the influence of feedback on their growth.

I have had the good fortune of working with multiple assessments, and allow me to put the various possible evidences of behaviour that could come in. An assessment centre can throw what is called as "Observed behaviour", a 360 can give you "others perception of your behaviour", and self report instruments can throw up "self perception of your behaviour". One way could be to triangulate all the three outputs, alternately could be to combine a couple, what could also be useful to gather the feedback through 1 or 2 sources but call our the potential limitations. The idea of the feedback is to arrive at 1-2 deep aspects to work on that can have significant impact.

The impact of feedback on coachee growth is profound and transformative. Feedback serves as a mirror, reflecting strengths and areas for improvement. It provides valuable insights, guiding the coachee toward self-awareness and a deeper understanding of their actions and behaviors. Positive feedback reinforces effective strategies, boosting confidence, while constructive feedback acts as a catalyst for improvement. The continuous loop of feedback fosters a dynamic learning environment, propelling the coachee towards sustained growth, enhanced performance, and the realization of their full potential.

Incorporating feedback from multiple sources is a strategy I've found immensely valuable in coaching. A notable experience was with a team leader who struggled with delegation. To gain a comprehensive view of her leadership style, we sought feedback not only from her but also from her team, peers, and supervisors. We used a blend of anonymous surveys and one-on-one interviews. The diverse perspectives were enlightening. While she perceived herself as a supportive leader, her team felt micromanaged. Her peers, on the other hand, appreciated her attention to detail. This multi-faceted feedback helped her realize the need to balance her hands-on approach with trust in her team’s capabilities.

Incorporate "Feedback Follow-Ups." Schedule periodic sessions to revisit previous feedback discussions. It will reinforce the commitment to growth and provide an opportunity to address any challenges or questions that may have arisen during the implementation phase.

Feedback, has been redefined as "FeedForward" by the wonderful Marshall Goldsmith. He says that giving observations should be forward looking v/s looking back, they should contain facts v/s opinions and they need to have specifics v/s generic inputs. Over a period of time a Coach learns to do this consistently and a Coachee learns the art of asking for feedback at appropriate times.

Feedback without commitment to change and action steps is just a lovely story. Incorporate action steps that the coachee is comfortable with.

In providing feedback, I always ensure it's fact-based and balanced. For instance, I praised a coachee for his innovative approach to problem-solving (a strength) while also pointing out his tendency to rush decision-making (an area for improvement). This balance of positive and negative feedback, supported by specific examples, made it more acceptable and actionable for him. Moreover, I make sure to offer concrete steps for improvement. A marketing manager I coached was struggling with team management. Instead of vaguely advising him to "improve leadership skills," we identified specific actions like setting clear expectations and improving his listening skills, which he could immediately put into practice.

One of the steps that I use in the exec coaching process is the co-creation of an Individual Leadership Action Plan in which the coachee identifies 2 strengths and 3 developmental needs as their goals. And here is where the understanding of importance to what they selected comes into play... for each of those 5 goals, I have them articulate their rationale or "why" they selected those 5 out of all the things we discovered during the inner core and outer core assessment phases. I don't tell them they're wrong, but instead ask them to "help me understand how that individual goal will support the overall goal". Once they can explain alignment, intent & purpose from a deeper place of connection, they've nailed it.

Instead of a one-sided assessment, engage in a conversation that allows the coachee to articulate their understanding of the feedback. Encourage them to share their perspective, insights, and proposed action steps. This interactive approach ensures mutual understanding, strengthens commitment, and opens avenues for collaborative problem-solving.

After delivering feedback, I often ask the coachee to summarize the key points to ensure clarity. For instance, I once worked with a project manager who misunderstood my feedback about improving team communication as a need to increase the frequency of meetings. Through summarization, we clarified that the focus was on the quality and effectiveness of communication, not just the quantity.

Monitoring and celebrating the progress of a coachee in coaching is essential for a supportive and motivating coaching journey. Regularly tracking milestones and achievements allows both the coach and coachee to stay aligned with the established goals. This monitoring process provides valuable feedback, enabling adjustments to the coaching plan if necessary. Celebrating progress, no matter how small, fosters a positive and encouraging environment. Recognition of achievements not only boosts the coachee's confidence but also reinforces their commitment to the coaching process. It transforms the coaching experience into a journey marked by continuous improvement, success, and a sense of accomplishment.

If the goals are measurable, one can easily monitor the progress and accordingly move with it. Also an acknowledgment at the least, recognition or best still celebration can motivate the Coachee towards implementing more and observing progress.

I recall a coachee who was working on enhancing her leadership skills. We established specific metrics for her to work on, such as team engagement levels and project completion rates. Over time, through feedback and self-reports, we observed marked improvements in these areas. Celebrating these milestones was vital for her motivation and confidence. In another instance, a coachee was focused on improving public speaking skills. We used video recordings of his presentations as a tool for observation. Comparing his earlier and later presentations, we could see a significant improvement in his delivery and confidence. Acknowledging these achievements, big or small, reinforced his commitment to the development process.

A Coach, who thinks they have a lot to share, and not much to learn may already start on the wrong footing. One of the greatest Coaches Dr. Marshall Goldsmith admits in all of his work, he has learnt more than he has been able to help his Coachees discover. Having an open mind, and willing to learn can only better who you are, and the better you are, the more you are able to serve your Coachees and have a more meaningful and worthwhile life.

Encouraging self-reflection is a powerful tool in fostering the growth of a coachee. It's like giving them a mirror to introspect and understand their thoughts, actions, and motivations. Through self-reflection, a coachee gains insights into their strengths, areas for improvement, and the impact of their decisions. It's a process of personal discovery and awareness that empowers the coachee to take ownership of their growth journey. By fostering self-reflection, a coach not only promotes accountability but also enables the coachee to make more informed choices, ultimately contributing to their continuous development and success.

An often overlooked yet impactful element is "Encouraging Self-Reflection." Encouraging coachees to reflect on the feedback received allows for a deeper understanding of their growth areas. It will enhance personal accountability and empower them to implement positive changes, enabling continuous improvement proactively.

Oftentimes I find clients take an entitative view and follow a fixed process. In such a linear situation where cause and effect is clear and identifiable, setting goals and following through is both legitimate and apt. If the client is dealing with a complex adaptive system eg human system, leadership, where the agents and situations change, such an approach might not be as useful. You may want to consider using the Cynefin framework or HSD’s adaptive action cycle or both. In a nutshell - before you set your goals, sense make and use the appropriate approach for your context.

The question here was how can we evaluate feedback on a coachees growth. The receiver of feedback is in control. Just because someone receives Feedback does not mean they have to take action on it. If the feedback is determined to be something the coachee is committed to working on then the evaluation should be Co-created between the coach and the coaches. Many ways to do this of course, qualitative and quantitative. My preference is a change in observable behaviour.