How do you design and deliver effective feedback and coaching sessions for your employees?

One amazing way to give feedback is using the Feedback Wrap from Management 3.0, consisting of 5 ingredients: Describe your context, List your observations, Express your emotions, Sort by value, and End with suggestions.

Involves several key steps. Start by setting clear objectives and expectations for the session, focusing on specific behaviors and outcomes. Provide timely and constructive feedback, emphasizing strengths and areas for improvement. Use active listening and open-ended questions to encourage dialogue and reflection. Offer actionable recommendations and strategies for development. Create a supportive and non-judgmental environment, fostering trust and collaboration. Follow up with regular check-ins and support to track progress and provide ongoing guidance. By incorporating these elements, feedback and coaching sessions can facilitate employee growth and performance improvement effectively.

Think of a feedback session like planning a road trip. You wouldn’t just jump in the car and drive aimlessly, right? You'd choose a destination, map the route, and figure out the must-see spots along the way. Similarly, define clear goals for your session. Maybe it’s boosting sales techniques or improving team collaboration. Knowing the destination keeps both you and your employee on track.

Effective coaching is not one-size-fits-all, and each employee should get a personalized coaching experience. You can learn coaching preferences by having employees fill out a form about how they prefer to receive feedback and what areas they want to be coached on. This way, the employees also review their own performance gaps, areas of weakness, & feedback preferences and are better prepared to take in the feedback and coaching. The next step is that managers should hold 1on1 sessions with their teams to discuss this in greater detail and put the coaching plan is place. Monitor, record, and see the impact.

Todo líder deveria exercitar mais do perfil de lideran?a coach. Esse é um dos modelos mais impactantes para contribuir com o desenvolvimento das competências no time.

Appropriate Method: Select the most effective method for delivering feedback and coaching. This could be one-on-one meetings, team sessions, or utilizing digital platforms for remote employees. Example: Use in-person meetings for sensitive feedback and video calls for remote workers to maintain a personal touch. Optimal Timing: Choose the right timing for the session. Feedback should be timely and relevant to ensure it has the desired impact. Example: Schedule feedback sessions shortly after an observed behavior or performance review period to ensure the information is fresh and actionable.

Choosing the right method of communication for providing feedback should include consideration for the recipients preferred method and style of communication. In the case of positive feedback, not everyone likes public praise. Working in an IT organization as an HR professional, I learned early on that acknowledgment in all-hands meetings was painful to some of our most introverted team members. In situations of constructive feedback, respect is essential. No matter how severe the situation you are finding yourself in with a team member, your communication must always reflect respect.

Timing and method matter! For example, praise Jane's innovative project idea in the team meeting for a morale boost. But, discuss missed deadlines privately with John, focusing on solutions. Regular coaching? Set bi-weekly sessions. It's all about context, respect, and actionable advice. Your approach sets the tone!

You have to choose your battles. If you give negative feedback about every little thing, you come across as nitpicky. Look for patterns, not one-off instances.

When it comes to feedback, I recommend adding "Intent" BEFORE the SBI model, so that it's: Intent-Situation-Behavior-Impact (ISBI). For instance, you might say: [INTENT] "My intent is that I want you to be a reliable, respected, and successful team member." [SITUATION] "In the last two meetings, you've arrived 15 minutes late, and today, when you again came in 15 minutes late to our client meeting . . ." [BEHAVIOR] "It was quite disruptive, and our clients noticed this. They even mentioned it to our leadership team." [IMPACT] "The result is that this reflects poorly on not only you, but also the rest of our team. As a team and a leader, I'm very concerned that this is having a negative effect on our team morale."

Think of feedback like a story. Gather your facts—what happened, how they acted, and the outcome. Use the SBI model: "In yesterday’s meeting (Situation), you interrupted (Behavior), which stalled our discussion (Impact)." Be ready for questions. It’s all about clear, constructive narratives that lead to growth.

Asking open-ended questions helps having a two-way dialogue and enables the person to reflect on the impact of their behaviour. Accordingly, the associate can share their perspective and actively participate during the session.

How coaching is delivered will greatly impact the overall effectiveness of the program. Just because you have coaching programs doesn’t mean they’re adding value. Often times, in an attempt to reach the biggest audience, organizations will run fast and loose with who gives the coaching and how it’s delivered. While you may have to be more targeted and spend more time prioritizing, it’s better to do it right than to just do it. Take the time to find the right people and make sure you’re clear how they should engage with participants. Get this right, and you’ll see far greater impact.

Imagine you're telling a friend their sweater's inside out. You wouldn't shout; you'd gently point it out. Same with feedback—be kind, specific, and open. “I noticed your report missed a few details. How can we improve it?” Empathy and respect turn critique into a collaborative fix.

Conducting feedback and coaching sessions effectively demands empathy and respect. These sessions should be structured as two-way conversations where employees feel heard and valued, not just evaluated. Use active listening and ask questions that prompt reflection and discussion, rather than delivering one-way criticism. It's important to recognize the individual's perspectives, addressing any concerns with understanding and consideration. This method helps build trust and can make the feedback more acceptable, motivating employees to engage with the advice and work on improvements actively. Ultimately, conducting these sessions with empathy leads to more meaningful and productive outcomes.

Without nailing the small details in coaching or feedback sessions there's a chance of them backfiring or even not being productive. Suggestive advice: -Empathetic (and where possible positive) body language -Conscience around usage and appropriate words -Objective data/evidence tied to expectations Underlying aims should be to build stronger trust and more open two-way dialogues. Short and long term wins.

In addition to the points mentioned, it's crucial to foster open communication. Encourage employees to share their thoughts and ideas, creating a two-way dialogue. Also, take the time to highlight their strengths, not just areas for improvement. Recognising achievements boosts morale & motivates continued excellence. Collaboratively set actionable goals during these sessions. Involving employees in goal-setting makes them more invested in their own development. Furthermore, use positive reinforcement by acknowledging positive behaviours & efforts. This helps reinforce good performance.

Additionally, be adaptable in your approach. People respond differently to feedback, so tailor your communication style to individual preferences. This ensures that your message is well-received and enhances the effectiveness of your coaching sessions.

Think of feedback as planting a garden. You can’t just water it once and hope for the best. Set clear goals, check in regularly, celebrate growth, and weed out issues together. Ask, “How’s that project going? Need any help?” Continuous support turns feedback into flourishing results.

Building a culture of feedback is the best way to make giving feedback more comfortable. The more often your team gives and receives feedback, the more you will have normalized the behavior. Giving feedback and being open to feedback yourself creates a culture of feedback that builds trust, shows that you care, and perhaps most importantly delivers better performance results.

Ever get feedback that felt like a surprise party you didn’t ask for? Avoid that. Keep the lines of communication open—feedback shouldn’t be an annual event. Think of it like seasoning a dish: a little sprinkle here and there goes a long way. Consistent, thoughtful feedback keeps everyone’s growth on track.