2. Agenda Objectives

3. Coaching Is Teaching Motivating/Encouraging Communicating/Listening Setting Goals Providing feedback Informal (day-to-day coaching) Formal (performance evaluation)

4. What Feedback Is and Isn’t Feedback is one aspect of the coaching process Feedback is not positive or negative it is supportive or corrective – both are POSITIVE Supportive feedback reinforces a specific behavior Corrective feedback provides an opportunity to recognize that a change in behavior is appropriate

5. Why We Avoid Providing Feedback You think the employee should know that there is a problem You think if you deal with the problem, the situation may create more conflict, entrenched positions, and take a major diversion of your attention. Conviction that the other person won’t change Conviction that the situation won’t change It is easier to accept the status quo

6. Outcomes of Effective Coaching/Feedback Results in positive change and strengthened commitment Produces or maintains a positive work relationship Two-way communication built on mutual trust and respect Focused on problem solving and overcoming resistance to change

7. Benefits of Providing Feedback Feedback becomes easier through practice You feel greater freedom to take action in tough situations (permission) You prevent situations from escalating into crises You engage in more productive interactions You strengthen your workplace relationships

8. Steps Before Scheduling a Coaching/Feedback Session Observe behavior Avoid premature judgments Look at own behavior Schedule meeting (informal or formal)

9. During Coaching/Feedback Session Listen actively Ask right questions Advocate opinions Give feedback Secure feedback Build agreement

10. Consider Regular Feedback Sessions Create agenda together Opportunity to address issues before they become problems Demonstrate to employees that you care – you value and respect them as a colleague Build a working partnership between “supervisor” and employee Opportunity to improve performance and results

11. Corrective Feedback Requires: Intention and Attention Plan your feedback What are the facts of the situation? Is this a can’t do or won’t do situation? How will the employee see the situation? Ask yourself what role you played in creating the situation? Training? Instructions? Resources? What supportive feedback can I provide? What corrective feedback can I provide?

12. Can’t Do or Won’t Do Problem? Can't Do Never had skill or some of the skill was lost Never had knowledge or some of the knowledge was lost Situation was new Skills did not or are not transferable Won't Do Has the needed skills Has the needed knowledge Situation is familiar Skills did or are transferable

13. Solving Can’t Do Problems Resources – Were they available? Expectations - Were they clear? Training – What training was available or can be made available? Ability – Can the employee learn the skill?

14. Feedback Guidelines Determine the appropriate time and place Deal with specifics – not mixed messages Focus on behaviors not attitudes (you can’t be the judge) Keep feedback impersonal Ask employee for input and approach for solving problem Listen to employee’s perspective

15. Feedback Guidelines Ask for feedback (what could you have done differently to avoid this situation) Come to agreement on how to solve problem Summarize suggestions/agreement Follow up with action plan

16. Questions?