What are some of the best practices for providing feedback and coaching to your employees?

Feedback is necessary as much as it hits a target. To improve is the essence of feedback and that is workable with SMART framework. When feedback is Specific, measurable and highlighting what has been achieved or needs to be achieved within a time bound. Feedback constructed in SMART framework are usually better and insightful for improvement.

- Offer feedback promptly, ensuring it's relevant to recent performance. - Be specific about observed behaviors, citing examples for clarity. - Frame feedback positively, focusing on improvement rather than blame. - Understand employees' perspectives, encouraging open dialogue. - Connect feedback to individual and organizational goals for relevance. - Provide regular, ongoing feedback to maintain a culture of continuous improvement. - Acknowledge achievements and strengths, fostering motivation. - Encourage employees to share their insights and concerns. - Tailor coaching to each employee's needs and learning style. - Collaboratively create action plans for skill enhancement and career growth.

Coaching usually involves one or more of these actions: ? Add—help the person add a new skill or behavior to improve their performance. ? Subtract—help the person eliminate anything that doesn’t add value. ? Multiply—help the person use their strengths in new ways. ? Divide—help the person divide up their workload and identify their top priorities. There are three coaching styles. ? Directing —Tell the person what changes are needed. If possible, demonstrate the desired behavior. ? Discussing—Ask questions that require the person to evaluate their own performance and identify actions to improve. ? Delegating—Require the person to on their own, analyze their behavior, and identify specific changes they will implement.

In my experience, feedback is best provided in 2 ways. 1. Instant feedback - small improvements that can be made with coaching on the fly. 2. Collective feedback - small examples collected over time where there is a bigger issue that needs addressing in a more thought out manner. I feel the coaching portion is done best by leading by example. Eat, Sleep and Breathe the core values and the rest will follow.

Providing effective feedback is key to fostering growth and performance in any organization. You ensure feedback is constructive and actionable by following the SMART criteria - specific, measurable, achievable, relevant, and timely. Clear, evidence-based insights help employees understand what was done well and where to improve. Setting realistic and role-specific goals empowers individuals to grow while delivering feedback promptly and maintaining its relevance. As a leader, offering feedback that motivates and guides helps create a positive, performance-driven environment.

While the GROW model is very easy to understand, mastering GROW coaching takes time and a lot of practice. Many managers tend to go through the process way too quickly, missing opportunities to delve deeper into Reality and skipping to the one Option they have already in mind. If you are serious about being a good coach, make sure you take each step with curiosity. Coaching is a journey of discovery and co-creation. Don't turn it into another checklist exercise.

El feedback es importante, con el desafío tan grande que trae en no caer en la subjetividad y más cuando se hace entre líder y empleado. Uno de los métodos tradicionales es resaltar los bueno y preguntar sobre lo que existen dudas u oportunidades antes de elevar un juicio o sacar conclusiones. No obstante todo lo anterior, un buen feedback siempre es una buena oportunidad de mejora si se tiene en cuenta el mensaje, más allá del interlocutor

Even for employees who are not seeking promotion and are not seeking to leave the team for a lateral move, GROW can be very helpful. It can ensure they continue to cross train, and cross skill and that they keep learning and growing in the same role.

Effective coaching empowers employees to reach their full potential, and the GROW model provides a structured approach. Defining clear goals creates focus while assessing reality helps employees recognize strengths and challenges. Exploring options fosters creativity in problem-solving and ensuring commitment to action drives progress. As a leader, guiding employees through this process inspires confidence and accountability, creating a positive environment where individuals feel supported in their journey toward excellence.

Adopting the GROW (Goal, Reality, Options, Wrap-up) model for coaching provides a structured framework for facilitating meaningful conversations and fostering employee development. By helping employees clarify their goals, assess their current reality, explore potential options, and formulate action plans, managers can support them in overcoming challenges and achieving their full potential. The GROW model encourages active listening, asking powerful questions, and guiding employees towards self-discovery and problem-solving, thereby promoting ownership and empowerment in their professional growth journey.

I have never been much about acronyms since my first consulting / training job where we used BEST, behavioral Engineering Systems Training which focused on "behavioral modification" and the general models of people like Tom Gilbert. Let me just propose that managers develop a set of tools that they can use to measurably impact behavior. Doing what works is the key, and adjusting to issues. Doing the same things that generate results and expecting results to change is pretty foolish but absolutely the most common management behavior. "If it worked before, it should work again, right?" Use a model. But more importantly, look to see if what you chose to do is still the best approach to impacting someone in positive ways.

Recognition fuels motivation and engagement, and the PRAISE framework ensures it is meaningful and impactful. By being positive, regular, authentic, individualized, specific, and encouraging, recognition becomes more than just an acknowledgment - it becomes a driver of excellence. Employees thrive in environments where their contributions are valued, fostering commitment and continuous growth. As a leader, when we celebrate achievements with intention, we create a culture where individuals are inspired to deliver their best consistently.

Implementing the PRAISE (Personal, Relevant, Authentic, Immediate, Specific, Encouraging) framework for recognition ensures that acknowledgment of employee contributions is genuine, timely, and impactful. By delivering personalized recognition that is tailored to individual achievements, relevant to organizational values, and expressed authentically, managers can reinforce positive behaviors and motivate employees to sustain high performance. The PRAISE framework emphasizes the importance of immediacy and specificity in recognition, providing employees with meaningful feedback that resonates and inspires continued excellence.

Two of the best practices I like to use for feedback and coaching are: 1. Creating a Feedback Culture: Encourage a culture where feedback is seen as a tool for growth and improvement. This can be achieved by leading by example and actively seeking feedback yourself. 2. Follow a Structure: Use a simple and consistent framework for delivering feedback. For instance, state what you've observed, explain the impact, and suggest a way forward. And always acknowledge and celebrate feedback that has created positive changes. This reduces defensiveness and allows employees to take ownership of their development.

Create a culture of giving and receiving feedback so that the people ask for feedback in a timely manner. A person who asks for feedback is more receptive to that feedback, than those who are met with "Im now going to give you some feedback....."

Feedback should be bi-directional 1) Horizontal feedback - Meaning(peer to peer) to nullify the effect and influence that feedback has, it is mutual beneficial to have bi-directional feedback. If I collect feedback from A for employee B, then I will also feedback from B for employee A. 2) Vertical Feedback - manager needs feedback from the team he/she manages. Often time when you go higher in the organisation - you get less feedback. Unless something is gone totally wrong, people don't come and share with you the challenges of implementing the changes that you are proposing. So ensure leadership gets feedback from down to top. 3) Ensure globally irrespective of the geography everyone is asked for feedback. At times this does not happen

Effective feedback and coaching go beyond frameworks - empathy, active listening, and a genuine commitment to growth are required. Encouraging open dialogue, understanding individual motivations, and creating a psychologically safe environment empower employees to embrace challenges and take ownership of their development. A culture of continuous feedback fosters trust, innovation, and high performance. When leaders invest in meaningful conversations, they unlock potential and drive lasting impact, turning feedback into a powerful catalyst for success.

Agreeing with Alan, also develop an organization that shares a common goal (or goals) and that will work collectively and collaboratively. Do the things that generate peer SUPPORT for making progress, innovating, and simply performing. Engage people in working together and behave so as to build trust. Workplaces need dramatic improvements. Data by Gallup and Arbinger and so many others has clearly shown the opportunity for decades. But what we see is only some action here and some action there, but not a global improvement. Look for ways to use "remote" and "hybrid" as driving paradigms to make real improvements as to how our people work within our organizations. Make the managers uncomfortable enough to change their behaviors.