By Elizabeth Eyre and the Mind Tools Team
Print

Coaching With Feedback

Helping Your People to Improve Their Performance

© Veer
irin-k

Be honest when giving feedback.

Most managers are aware that the way they coach their people can play a big role in ensuring their team's success. Unfortunately, however, when it comes to giving feedback, many don't know how to coach, and simply resort to telling others how to improve.

This is NOT coaching! It's unlikely to be effective or to be acted upon; and it won't uncover any deeper problems or incorrect beliefs that may lie behind unhelpful behaviors.

It's often much more effective to adopt a question-led approach when you provide feedback. When you do this, you'll better understand your colleagues' outlook on their work and their career, and their feelings about the organization you both work for. This helps you to engage with your team members as partners and stakeholders in the organization, which helps you to improve each individual's performance and anticipate performance issues before they arise.

It can take time to perfect the art of coaching, but it's worth persevering because one of the most valuable ways that you can encourage new ways of working is to provide feedback to members of your team. If you follow the guidance below, you'll soon be on the right track!

How to Take a Coaching Approach to Providing Feedback

Most of us have been on the receiving end of both constructive and critical feedback at some point in our careers. So you'll likely know that when it is delivered well, feedback can be inspiring, and it can stimulate people to develop new skills or knowledge. However, when it is poorly delivered, feedback can irritate or demoralize people, and even push them to quit their jobs.

These steps will help you to provide effective feedback, thereby building a more talented team....

Access the Full Article

This article is is only available in full within the Mind Tools Club.

Learn More and Join Today

Already a Club member? Log in to finish this article.