Coaching for high performance : how to develop exceptional by Sarah Cook.

By Sarah Cook.

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It is objective and asks for the receiver’s inputs. x ‘Your presentation was very poor. ’ This is poor feedback. It is too long and the impact is very negative. x ‘The report is excellent. ’ This is effective feedback. It is factual and outlines the effect or impact. ’ This is poor feedback. The giver starts the conversation well, but the ‘however’ detracts from the motivational feedback at the start of the conversation. This means that the receiver is more likely to hear the developmental rather than the motivational feedback.

Alternatively they can be a mixture of face to face and telephone calls. ’ A useful process to begin each coaching session therefore is to focus on: x What exactly do you want to achieve from this coaching session? x What do you want to leave with today? x How do you want me to support you? x How do you want me to be? Setting SMART goals The coaching journey begins by the coachee explaining where they are starting from and what is their final destination. Part of your role at the beginning of a coaching contract, and indeed as part of every session, is to define a well-formed outcome for the session.

This means that the receiver is more likely to hear the developmental rather than the motivational feedback. ’ This is an example of poor feedback. Feedback should be given at or near to the event. x ‘I’m fed up with having to play nursemaid to you lot. I can’t rely on you for anything. ’ This is poor feedback. Feedback given in anger does not have a positive intent! ’ o ‘Yes, I really liked the fact that you asked open questions. ” after John had put forward his suggestion. You also encouraged the quieter members of the group to speak up.

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