Coaching Skills –

Feedback Techniques
ANNE-MARIE ORROCK | MAY 2008
Objectives

– Importance of feedback
– Types of feedback
– Features of Effective Feedback
– Feedback Session Model
– Feedback Techniques
– Follow up
Why give feedback?

– Helps employees identify areas for

improvement.
– Imparts ways to improve and correct
performance.
– Boost confidence in areas they have
correct performance & behaviour.
– Motivates behaviour change.
• Intrinsically/ extrinsically?
Types of Feedback

Reinforcing feedback

Corrective feedback
Reinforcement Feedback
Commends a good job done. Urges recipient to continue with the performance
and strengthen it.

Be specific on:
• what is good
• what you like about it
• The impact it has on outcomes, you and others.
• PAR Model

Write down and plan the above points prior to meeting.

Don’t try and do it ‘off the cuff’
Corrective Feedback
Points out areas of performance or behaviour needing improving or modifying
and suggestions on how to improve.

• Remember to employ ‘coaching’ (i.e ask vs tell) techniques to help facilitate

feedback and how to improve.

• PAR Model
Features of Effective Feedback
•Understanding & supportive

•Planned, timely & regular

•Encourages self-assessment

•Focuses on modifiable behaviour

•Constructive and non-judgemental

•Focuses on desired actions

•Private
Understanding & Supportive

The purpose of feedback is to improve performance not to punish.

Give the space and opportunity for recipients to express their needs and
concerns with ease.

Create an environment of trust:

•‘generous’ listening & speaking

•Not interrupting
•A calm and even voice
•Concrete examples (negative and/or positive)
•No disruptions
Timely & Regular

• Feedback given as close a possible to the time you observe or

become aware of the incorrect behaviour or performance that
needs improvement

• Feedback sessions should be scheduled at regular and mutually

agreed timeframes and locations to enable feedback to occur.
Encourages Self-assessment

• Asking how employees feel they are going first opens

up the opportunity for:
• Self regulation of performance and behaviour
• Raises areas that you may not be aware they are not
performing
• Less defensiveness allowing a more trusting and
open environment
Focuses on modifiable behaviour

Focus on behaviour or performance that can be modified

Ask employee how they would expect to make the change

in the first instance.

Refrain from making generalised comments on their

personality or traits that are a part of who they are and not
necessarily modifiable.

Avoid accusatory statements, rather state what you

observe.
Constructive & Non-judgemental

Avoid statements that are judgemental or based on

assumption.

Allow mistakes to be made. Create an environment

where mistakes are crucial for learning and
improvement not a punishable offense first time.

Choose words that con-struct and don’t

de-struct the relationship.
Focuses on desired actions

• Don’t give feedback that is not backed or supported

with the desired action expected.

• Similarly with Reinforcement Feedback reiterate the

praised behaviour or performance.
Give specific examples of where they excelled.
Focuses on desired behaviours
Good job on the report it was well done.
Good job on the Westpac case study. It was
well done and particularly highlighted the
strengths in portfolio investments. Your use of
graphics made it very easy to interpret.
Focus on desired behaviours
Did you sense at all that the client may have
You were really intimidating toward the client
been at unease? Some times our industry
in that last meeting.
terminology can be confusing. Maybe you
could explain in more detail what specific
terms mean...
Private

Corrective Feedback is best communicated in private

initially

Reinforcement Feedback can be given privately or

publicly – passive reinforcement is good practice and
boosts peer esteem.
Feedback Session Model
2. The Feedback Ask for self assessment
Develop an environment first then give the
of trust that is neutral,
1. Feedback session observed first hand
no distractions with environment feedback
enough time for both
parties to express
concerns.

Together develop an
action plan to improve
and correct performance
3. Action Plan

Summarise feedback, 4. Feedback Session

action plan, first steps Summary
and follow up date.
Feedback Techniques

Ask-Tell-Ask

Sandwich

Bridge
Ask-Tell-Ask Technique

1. Ask employee for self assessment

2. Tell them the behaviour/performance you observe

and how it differs to what you expect.

3. Ask employee how they think they could improve

and what action they can take.
Recruitment
Sandwich Technique
Methods & Criteria
1. Praise for their strengths and areas of good
performance.

2. Tell them the behaviour/performance you observe

and how it differs to what you expect.

3. Praise their ability to adapt and modify and use

examples where they have adapted and modified
behaviour in the past successfully.
Recruitment Methods & Criteria
Bridge Technique
Connecting concepts together from past to future
Focusing on:

Past positive behaviour/performance.

Present observed behaviour/performance.

Future behaviour/performance expected.

Follow Up
1. Critical in process to determine if feedback
was absorbed and learning occurred.

2. Reflect on feedback and session value

3. Ask employee how session went and what

they thought of their performance/behaviour
that you described to them.

4. Are they clear of next steps or agreed

action?
Wrap Up
Use the wrap up/way forward stage of the GROW
coaching model to gain commitment.
GROW Model
Questions?
Thank You!