How can you give feedback that focuses on specific mentee behaviors and actions?

Start with Permission and Input - Begin by asking your mentee if it's a good time to have a feedback session. Apply the Sandwich Feedback Model - Positive Start -> Constructive Feedback -> Positive End Implement the SBI Model for Clarity Close with Support and Forward-Looking Statements

When giving feedback, focus on specific actions and behaviors of the mentee. Be clear about what they did well and areas needing improvement. Use examples to illustrate points, offer constructive suggestions, and encourage growth. This approach helps the mentee understand their strengths and areas to work on effectively.

Giving feedback that focuses on specific behaviors and actions is crucial for effective mentoring. The Situation-Behavior-Impact (SBI) model provides a structured approach to delivering constructive feedback. Situation: Start by describing the specific problem or context in which the behavior occurred, which sets the stage and provides clarity. Behavior: Describe the behavior you observed in a factual and non-judgmental manner. Focus on what was said or done, and avoid making interpretations or assumptions. Impact: Explain the behavior's effect, focusing on its consequences on others or the situation. Use concrete examples to illustrate the impact. Using the SBI model allows you to give specific, behavior-focused, and impactful feedback.

While giving feedback few things that are critical in my opinion are , ensure you are not being emotional or judgemental rather state the facts. Share examples of the situation, the behaviours observed and how that behaviour impacts the mentee, SBI model is really useful but it's execution is important. As a coach you have to have skin in the game , you can't just be cold, you need to own your message

Em um processo de mentoria o feedback é uma ferramenta poderosa, abrindo para diferentes perspectivas dando a possibilidade do mentorado ajustar as estratégias e rotas do seu plano. Na minha experiência, os processos de mentoria contam com os combinados e abertura para o feedback para ambos os lados - facilitando e melhorando a comunica??o. Ao identificar algum comportamento, ou a partir das ferramentas específicas de mapeamento ou mesmo nas intera??es durante as sess?es nos relatos situacionais da mentoria, aplico a técnica de feedback normalmente com os seguintes elementos: contexto, observa??es específicas sobre o comportamento, a minha percep??o e uma alinhamento das a??es sugeridas com mentorado.

Start with positive feedback - giving positive feedback in a genuine and actionable way helps to reinforce desired behaviours, as well as ensuring that mentees are aware of their positive impacts. People don't always know the good that they do, so don't assume that they are aware

When giving feedback that focuses on specific mental behavior and actions, it is important to follow these guidelines to ensure effectiveness: 1. Be specific: Describe the exact behavior or action you observed. Avoid vague or general statements, as they may not be helpful in understanding what needs to be addressed. 2. Use examples: Provide concrete examples of the behavior or action you are referring to. This helps the individual understand exactly what you are talking about and context in which the behavior occurred. 3. Focus on impact: Explain how the behavior or action is impacting the individual or the team. Clearly communicate the consequences of the behavior to highlight its significance.

Use the sandwich technique when giving feedback! One positive feedback, one area of improvement, one positive feedback. Focusing on strengths and what goes well is important for motivation and self empowerment. Instead of frontally criticizing a behavior, it’s better to suggest how a situation can be improved or approached so the mentee doesn’t feel dismotivated. Another way to address a behavior is to share general suggestions of how things could be done in a specific situation so it’s not presented as personal but more general but still getting the message across.

To give feedback focus on mentee behaviors and actions, keep it simple and direct. Start by observing and identifying the behaviors or actions you want to address. Then, be specific about what you noticed, providing examples if possible. Instead of making general statements, pinpoint exactly what the mentee did well or what needs improvement. Use clear language and avoid being vague. Finally, offer constructive suggestions or praise to guide them toward better performance or reinforce positive actions.

Giving precise feedback on behaviors and actions is essential in mentoring. Here's a guide on how to do it effectively. Target particular behaviors or actions you've noticed. Describe the situation, the behavior, and its consequences. Employ the SBI Model: This approach structures your feedback. Start with the situation, then detail the behavior, and finally, explain the impact it had. Offering specific feedback using the SBI model can help mentees better understand their actions and make meaningful improvements in their performance.

By aligning with the mentee/coachee on the format, tone, focus areas etc. of feedback, it helps to prepare them mentally and prevent them from getting into a defensive mode. The key is to help them be in a state of openness and comfort (although it can be difficult to be fully comfortable when you are about to receive feedback) so the conversation is more free flowing and honest. Set the stage, structure the feedback, and regulate the conversation.

I would ensure that you have this permission for the relationship rather than just for the session - it won't be a very productive mentoring relationship otherwise. Ensure that the agreement is a 2-way street though, and ensure that you each hold each other accountable for this - that way you will get more information on how best to help your mentee.

Feedback needs to be provided to a Coachee in a manner that they willingly accept it without feeling cornered or judged. For maximum impact, it is also good practice to provide feedback immediately after a relevant incident, so that the acceptance and assimilation is quicker. The intent of the feedback is at the heart of its effectiveness. Is it being given to point out a mistake or shortcoming ? Or, are we trying to help the Coachee observe the impact of their actions/ behavior and make necessary changes for better outcomes in future ?

When reviewing behaviour and giving feedback it is important to provide constructive criticism delivered in an understandable manner for the mentee. Constructive criticism being highlighting and building in strengths as well as a advising on areas of weakness and or concern. Coaching/mentorship should always result in personal insight, personal development and or performance improvement. Feedback should be delivered in a concise, understandable manner - the mentee should not leave confused. It is always good to begin with a positive and end with a positive - encouraging note.

Use a StrengthsFinder approach to give feedback through the lens of the talents associated with your mentee. Each strength has a condition of being used effectively or ineffectively (basement and balcony). Often feedback can be geared toward descriptors that can be tied directly to a talent that is not being used in an effective manner. This will aid in keeping the conversation away from personal (you) triggers and discussing a common understanding of how a talent is being utilized. The Gallup tools are a great help to guide the conversation with steps to get talents back in a place where they perform well. The feedback aligns to talent awareness (emotional intelligence) with a different perspective. No one is wrong, just misunderstood.

Authenticity is key when giving feedback. 1. Be specific: provide specific examples of the behavior 2. Use constructive language: Frame your feedback in a constructive manner, focusing on the positive aspects of the person's work or performance. Use phrases such as “great job,” “excellent work,” or “impressive effort” to highlight their accomplishments. 3. Be genuine: Ensure that your praise is sincere and comes from a genuine place.

Ensure that you make the feedback about the behaviour rather than about the person. If you reframe the feedback as advice about how to improve going forward then it will feel much more positive and easier for the mentee to received. Also, remember that many points of feedback are about overplayed strengths so it may not be something that you want someone to stop doing, but it may just need a small course correction - emphasising the "even better if" as well as the reasons why can really help here

Follow up and follow through is half, if not, majority of the work. Reinforcement and making sure the work/feedback is implemented is one reason, but there’s always reasons why mentee/coachee don’t take the actions, and by following up, you are able to assess their progress, or lack of it, understand their situation, and can work with your mentees/coachees on a more suitable plan if necessary.

As a coach or a leader, it becomes very crucial to follow up with your team members/ mentee on the feedback shared. First and foremost to understand whether the feedback has landed in the right way , get their understanding and acknowledgement on the feedback and secondly guide them to create an action plan for working on the feedback. You should set regular checkpoints with the mentee to seek the latest status and reflect on their learnings.

There is a lot of good feedback already contributed. What I will add is that as leaders we need to make sure we are not vague when we provide feedback. Emotional intelligence is important is this scenario, but we should still be clear and direct. Too often I have seen leaders have conversations where the leader felt they had addressed issues, but the employee had no idea that the conversation was even related to them. This is not the place to use language that makes it clear what behavior we are addressing and that we've seen these behaviors in their personal performance. The next step would be to talk through how you can work together to address the issues.

From my extent experience, there exists several situations (as given feedback) that people in general terms needs to have confidence in others to received it. Also, I believe it's necessary to create an environment connection before we try to give any feedback at all. So adding to this article, I can say what my actions were in similar situations: - previously create professional bonding through short get togethers - share openly what type of person I am and what people can expect from me - set feedback sessions so people understand clearly what is the subject of the sessions - before giving feedback, asked for feedback from them regarding topics of their interest - then finally, give the feedback the most clear and positive way possible

In some situations, as a first step, where the team members are actually not self aware of how their actions and behaviors are impacting the team , coaching through suggesting books to read for their career enhancement , making the team share the learnings with the wider team , has proven beneficial in my specific case. This inculcated a culture of learning and sharing within the team , created a collaborative and safe space for everyone to interact. Worked well with junior teams.

Its important to support your mentees to scale up in the areas where they want to bridge the gap and at the same time help them get the exposure and challenge their self limiting beliefs. Sharing your personal professional challenges in your journey to reach your goals will go a long way in helping them identify what skills, attitudes and paths they need to take. Thus, helping the mentees identify -- knowing yourself, your situation and your enemies (any person or situation which is challenging) and accordingly taking a step is the cornerstone to professional and self-growth.