How can you provide feedback while protecting your coachee's privacy?

In meiner Beratung achte ich auf einen natürlichen Beziehungsaufbau der auf Empathie, Respekt, Ehrlichkeit und Transparenz beruht. Dabei sind Unterstützung, Anerkennung des Klienten, klare Erwartungen und eigene Grenzen wesentlich. Das Verst?ndnis für individuelle Bedürfnisse und Ziele des Klienten sowie die Schaffung eines sicheren Raumes sind zentral. Diese Prinzipien f?rdern eine effektive, unterstützende und transformative Beziehung zwischen Berater/Coach und Klient.

# 1. DO NOT JUDGE THE CLIENT, whatever their circumstance and action. If you feel you cannot accept and respect the client as they are, it is better not to take up the coaching assignment with that client. # 2. DO NOT COACH A CLOSE FAMILY MEMBER OR FRIEND on any sensitive, personal or relational matter. Your judgement or their judgement is likely to come in the way. Recommend another coach. #3 MAINTAIN COMPLETE CONFIDENTIALITY. When I take up coaching assignments from companies, we agree that a number things may not be shared with the company (e.g. the personality profile or the personal goals of the client) When the client knows that you follow these ground rules, they are likely to trust and accept you and your feedback more.

Establishing trust is paramount before delivering feedback. In one instance, a coachee was resistant to change due to past negative experiences with feedback. By consistently demonstrating empathy and respecting their perspective, I built a rapport that allowed for open dialogue. Once trust was established, feedback became a tool for growth rather than a source of conflict. Tailoring feedback to the individual's communication style and goals, and ensuring confidentiality, turned a skeptical coachee into an engaged, proactive participant in their own development journey.

Ground yourself in Being. Become present. That allows for two things to happen: 1. A safe space is created, because you are not coming from ego, and the coachee perceives it. 2. Creativity is unleashed, because when ego is removed, all its unproductive patterns of thinking, feeling and sensing are removed as well, allowing for truly great ideas and options to surface.

Many of my client share how their previous coach is more trying to teach them and telling them that they are wrong. this really make the trust and rapport gone and usually they become unhappy with the coaching it self because it is very oneway. So in coaching younger generation, I think being empathic and always clarify with them and make them feel understood before give your feedback to them, will make them feel less judgemental

The SBI model aligns perfectly with the challenges faced in executive coaching, particularly when addressing sensitive feedback with high-level executives. In my experience, specificity is key to ensuring feedback is actionable and impactful. By focusing on the situation and behavior, rather than the individual, the SBI model mitigates defensiveness and promotes a constructive dialogue. This approach has been instrumental in my work with CIOs and CFOs, where clear, objective feedback is essential to driving strategic business outcomes and maintaining robust professional relationships.

SBI is most useful for direct feedback. In coaching I use modified SBI (SBIIR: Situation, Behavior, Impact, Inquiry, and Resolution/Reflection/Request). Inquiry, as well as actionable reflection, are key to coaching.

In my experience as an IT Executive, I've found that seeking permission before giving feedback is crucial for maintaining trust. This approach aligns with the collaborative nature of executive coaching, where the goal is to empower the coachee. In high-stakes environments, such as IT project management, feedback must be delivered with care to ensure it is constructive and welcomed. Tailoring feedback to the individual's preferences can significantly increase its effectiveness and receptivity, ultimately driving better project outcomes and fostering a culture of continuous improvement.

Pedir consentimento para o feedback demonstra principalmente que o coachee continua engajado no processo e te dá subsídios para saber se está indo no ponto correto em termos de desenvolvimento.

ética e privacidade em um processo de coaching é essencial e mede, principalmente o profissionalismo e ético do coach quanto a prestac?o de servi?os.

Mais um dos pontos essenciais do Coaching, que é tratado e combinado no come?o do processo. A confidencialidade e o anonimato é pila da constru??o de um espa?o seguro de troca e aprendizagem, onde o coachee pode mostrar as vulnerabilidades que precisam ser identificadas e trabalhadas para uma transforma??o mais profunda e significativa.

é da essência do Coaching, incentivarmos a autorreflex?o e a a??o nos nossos Coachees. Assim através de perguntas poderosas provocamos a reflex?o e aprendizagem do coachee em rela??o ao processo em andamento, trazendo mais clareza e congruência para as tarefas, metas e objetivos a serem realizados.

Utilizar perguntas abertas e conduzir o coachee para a reflex?o é fazer com que ele mesmo acesse os recursos necessários para desbloquear seu caminho para o sucesso.

I prefer to ask open-ended questions so that the client reflects and processes for him/herself the progress they have made rather than giving direct feedback. In the process the client often explores new ways of doing and looking at things too.Reviewing is a skill that can provide feedback by itself. Trust and psychological safety are the foundations for any coaching conversations

No Coaching o feedback é uma parte intrínseca do processo, ele pode fluir naturalmente e nem se chamar feedback, pois faz parte da constru??o da clareza, da congruência e das a??es necessárias para que o objetivo seja alcan?ado. Assim, acredito que o acompanhamento contínuo é a chave para o sucesso. é o suporte constante que oferece clareza, ajuda a manter o foco e superar obstáculos.

Feedback é extremamente importante, porém comemorar os resultados pode ser ainda mais produtivo uma vez que o coachee passa a se acostumar com pequenos progressos e se motivar ainda mais na busca pelo objetivo final.

Providing feedback while respecting coachees' privacy is essential for maintaining trust and confidentiality in coaching relationships. - Focus on Behavior:When providing feedback, focus on specific behaviors rather than personal characteristics. This helps keep the feedback constructive and avoids divulging personal information. - Use Non-Disclosure Language: Use language emphasizing confidentiality and privacy when discussing feedback with coachees. Assure them that their information will not be shared without their consent. By focusing on behaviors and using non-disclosure language, coaches can provide feedback that protects coachees' privacy while still being effective in promoting growth and development.

Sometimes, the coachee might be more interested in who provided the feedback than what the feedback is saying. Be clear about what's in and out of the scope of the feedback, and be prepared to communicate the boundaries while facilitating client-directed exploration.