Coaching and Giving Effective Feedback

Coaching and Giving Effective Feedback

These notes were taken at Rice University in a Management program held on May 2011 that was conducted by Dr. BRENT SMITH, PHD

Coaching:

Steps:

1)   FOCUS ON THE RELATIONSHIP:

2)   STRATEGY AND EXPECTIONS : Commitment on the strategy and expectations (Performance & Behaviors). What is good to the company?

3)   FEEDBACK: Example: Do a 360. (The points of view from Clients, employees)..

4)   DEVELOPMENT PLAN (Is a hand hold process)

a.     Give the person the opportunity to observe people that are good at relationship. His role will be watch. Go to several meetings. Debrief after the meeting.

b.     Give the person the opportunity to practice in a safe environment (Example the Office). Then give him the opportunity control meetings at an account that is not a mayor / key account. Do de-briefings after each meeting.

c.      Have him go with his subordinates. Evaluate each of those meetings.

d.     If you can, send him to people you know to get feedback!

We have NOT done any coaching at this step!

Always look for people that are really good at what you want to improve!

Now, start coaching! Try to use the day-to-day business opportunities to coach him. Is better than a weekly coaching session.

When Coaching: Always include Situation, Behavior and Impact!

5) Measure Progress:  Do another 360.

Coaching:

·      40% Successful

·      30% The coach notices that the person is not engaged and recommends not to do the coaching

·      30% The coach concludes that the person is not comfortable or will be able to change as required

When a company should consider firing someone:

1)   Does not meet the expectation

2)   Explicit feedback has to be giving to the individual

3)   The company has invested in the person trying to improve the weaknesses to be able to meet the expectations.

Giving Effective Feedback!

1)   Location: Where to give performance related feedback. In private, unless is to praise the person (If he/She feels comfortable). Is very effective to send a message to others.

2)   Summarize the Situation (What has occurred). Set the ambience and explain what is the meeting about.

3)   Explain the Behavior (Good or Bad)

4)   Explain the Impact to the Company / person

5)   When you are giving negative / critical feedback. The natural response is an ATACK from the person receiving the feedback. Its important that you stay in control and do not fight back and create a loop!

6)   Do NOT Start with How are things going? if you are about to give negative feedback! “I have been doing good, its sad that you have not been here to notice!”

7)   Has to be specific.

When giving feedback: Always include Situation, Behavior and Impact!

Give the feedback and STOP!. Don’t assume anything. Let the other person give the explanations.

Give feedback on the GOOD and on the BAD!

Common mistakes:

·      Not giving it timely (Choose the proper time! Not when the person is completely down or immediately after a success)

·      Feedback is vague: “You are a great leader”

·      Feedback speaks for others

·      Feedback judges people, not actions. “You are too abrasive”

·      Sandwich: Positive, NEGATIVE, Positive! If possible, present what has been done good (all) and  then bad… If the feedback is about a specific problem, DO NOT HIDE IT BY MENTIONING INNECESARY OTHER FACTORS (Positive) THAT NOT REINFORCE YOUR POINT.

·      Avoid: Always / Never

·      The feedback goes too long. (Know when to stop)

·      Do not use Humor (Good afternoon in the morning!)

1^st Impressions:

Formed in seconds. Strong ideas difficult to change!

After I see the person is different, our minds will persist with the impression that we formed, until we shift it. The time it can be MONTHS!

Confirmation effect: We keep the impression of a person (ie Hard working / Industrious) and persist until it shifts, because I will only look for attitudes based on my perceptions!

Try to consider FACTS instead of your bias… 360 can help validate or reject your impressions.

When Coaching, is NOT hard to get someone change the behavior. What is difficult is to change the perception of others to notice the change!

The Agreeable people, evaluate people POSSITIVE until proven wrong. The NOT AGREEDABLE people assume negative.

Always think WHO NEEDS ATTENTION to detect coaching needs.