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Module 8:Coaching for Effective Feedback

and Opening Challenging Conversations

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Certificate IV in Workplace and Business Coaching (22174VIC)

Module 0:Introductory Workbook

© Open Door Coaching Technologies Pty Ltd, Version 1.0 02/19© Open Door Coaching Technologies Pty Ltd, Version 1.0 05/14

Table of contents

Module 8 - Page 3 of 27

Table of contentsTHE OPEN DOOR COACHING GROUP................................................................................................................2

TABLE OF CONTENTS.............................................................................................................................................3(8-1) WELCOME TO MODULE 8!...............................................................................................................................5

LEARNING OUTCOMES..................................................................................................................................................5ASSESSMENTS..............................................................................................................................................................5

(8-2) WEBINARS.............................................................................................................................................................5(8-3) EFFECTIVE FEEDBACK.....................................................................................................................................7

KEY CONCEPTS AROUND FEEDBACK...............................................................................................................8

1. PRACTICE GIVING GOOD FEEDBACK.........................................................................................................................92. OUT WITH “CONSTRUCTIVE CRITICISM”!................................................................................................................93. GIVE FEEDBACK AS IT ARISES (OR SHORTLY THEREAFTER!)................................................................................104. CATCH PEOPLE DOING THINGS RIGHT....................................................................................................................105. BE CLEAR ABOUT YOUR POSITIVE INTENTIONS......................................................................................................106. FORGET ABOUT “DEVIL’S ADVOCATE”, TRY TO ACCENTUATE THE POSITIVE.....................................................117. USE YOUR COACHING MODELS!.............................................................................................................................12

(8-4) CHALLENGING CONVERSATIONS IN THE WORKPLACE....................................................................14

OPENING THE CHALLENGING CONVERSATION – THE FEEDBACK SCRIPT......................................14

BE PREPARED!............................................................................................................................................................16RECEIVING FEEDBACK...............................................................................................................................................16

(8-5) HARVARD BUSINESS REVIEW......................................................................................................................18

GIVING A HIGH PERFORMER PRODUCTIVE FEEDBACK................................................................................................18HOW TO GIVE FEEDBACK TO CONTRACTORS.............................................................................................................21HOW TO GIVE YOUR BOSS FEEDBACK........................................................................................................................22

(8-6) CREATE A FEEDBACK SCRIPT FOR A CONVERSATION......................................................................26

COACHING DEMONSTRATION #2......................................................................................................................27

YOUR SUMMARY AND REFLECTIONS.............................................................................................................27

Chapter 1Introduction



Chapter 1Introduction



Chapter 1 - Introduction

(8-1) Welcome to Module 8! Learning outcomes

In this module we will be thinking about how to apply coaching principles to effective feedback and opening challenging conversations. You will find that this is a really common coaching scenario for your clients – that they need to give someone feedback or manage a relationship or open a challenging conversation – and they need more tools and assistance to do this.

Assessments

(10535NAT) Certificate IV in Workplace and Business CoachingIf you have enrolled in the (10535NAT) Certificate IV in Workplace and Business Coaching qualification, you need to complete all the questions and activities in this workbook to achieve partial assessment and competency in the unit(s):BSBLDR402 – Lead effective workplace relationshipsBSBREL402 – Build client relationships and networks

If you require further information on the unit of competency including the performance criteria and any assessment tasks, please contact [email protected].

(8-2) Webinars When you go to the Open Door online portal you can:

Watch webinars to refresh the content

Take a look at other resources that we post for you on the topic including coaching demonstrations

Chapter 2Giving and Receiving Feedback






Chapter 2 – Giving and receiving feedback

“Catch people doing something right.”Ken Blanchard

(8-3) Effective feedbackFeedback in the workplace is absolutely critical as it provides the opportunity to bring out the best in teams and individuals and helps them achieve their goals. Unfortunately, whilst most people really crave some form of positive feedback from their managers and senior team members, most people don’t receive it. Worse still, many people in the workplace, particularly in Australia, expect bad feedback to be the norm and we often hear the statement “no news is good news.”

Turning feedback into a normal conversation by which people share information and learn about certain aspects of work performance or the working relationship, can truly lead to great performance improvements. And using the coaching techniques we have discussed is the best way to facilitate these feedback discussions.

1. What are the characteristics of feedback that is done well?

2. What are the characteristics of feedback done poorly?





Key concepts around feedbackThere are a number of key concepts that we think about when it comes to giving feedback and these are summarised in the diagram below.





1. Practice giving good feedback

What happens when something says “I’ve got some feedback for you?” Many people think the worst. We have to build a new culture in our organisation that is focussed on giving good, encouraging feedback often! More often that you would imagine actually!

P.S.: Don’t use the word feedback! Say “Bob, I’d like acknowledge the work you did….”

2. Out with “Constructive Criticism”!

When it comes to giving and receiving feedback we want to completely BAN the concept of “constructive criticism”. Tom Crane in his book, The Heart of Coaching, says if something is critical, how can it be constructive?

“Constructive Criticism” is not feedback! It is an oxymoron - these two conditions cannot coexist. The effect of criticism on human beings, regardless of intent, is almost always negative. People usually do not feel helped when they are being criticised1. Criticism usually: Brings up people’s defenses and barriers

Is focused on the past, rather than being future or solution focused

Can lead to personal attacks, blaming and justification

Is almost always taken personally – even if someone says “don’t take it personally!”

3. What are your thoughts about constructive criticism?

1 Crane, Thomas, (2007), The Heart of Coaching, FTA Press, San Diego, USA.

ConstructiveCriticism





3. Give feedback as it arises (or shortly thereafter!)

4. What happens if we don’t act and don’t give feedback?

Feedback is best given within 48 hours of the need arising, but we often don’t act upon the opportunity and this can lead to miscommunication, festering of thoughts and the person simply remains oblivious to the fact that something is wrong. Because of this, they have no opportunity to act, reflect or respond to the situation – they are simply unaware.

The key is to give the feedback within 48 hours whilst the topic is still fresh and action can be taken.

4. Catch people doing things right

It was Ken Blanchard who said ‘catch people doing things right’ and it is a simple phrase that has a big impact. Too many managers are pointing out what is wrong or not right and the simple switch to providing continuous positive feedback encourages a happy, motivated and continuously improving culture.

5. Be clear about your positive intentions

Think carefully about the first question in the GROW Model! When it comes to giving feedback to a person, these questions help you really focus: What is it you want to achieve? What is your positive intention? Too many feedback conversations start and the person is not really clear about what they want to achieve and things start to go pear-shaped.Is your intention to assist the person to move forward and improve their performance?Make sure the positive intention is positive! It might need to be reframed. For example: “My positive intention is to give them feedback so that they stop having a negative impact on people.” Even statements like this one, can be reframed into a more positive intention. For example, “my positive intention is to help them build strong relationships with their peers”.

5. Think about some feedback that you need to share with a person that you may have been avoiding. What is it you want to achieve? What is your positive intention?

Chapter #Chapter Title



6. Forget about “Devil’s advocate”, try to accentuate the positive

Think about the last time you were hard on yourself, was it a long time ago or recently over something as simple as forgetting something? People are generally hard enough on themselves. They don’t need to be surrounded by critics!

Critics are difficult people to work with and they tend to emphasise what is missing or what is wrong with an idea or point out all the mistakes. Whilst they think they are doing the organisation a “favour” and playing “devil’s advocate”, more often than not, they stifle creativity and drag people down.Note: Playing “devil’s advocate” is an extremely useful tool for risk management, if it is done in the spirit of improving a situation, developing better performance and if it is permission based – i.e. we both agree that you play the role of devil’s advocate to benefit our discussions.

6. What are your thoughts about the devil’s advocate?

To help someone move forward in a workplace, ask the person you are coaching about what’s working well and then accentuate the positive!

For example, ask:

1. What did you do well?

2. What did you learn?

3. What were the highlights in this project?

4. How can you keep these great things going?

5. What results did you achieve?

7. What other questions can you think of that help accentuate the positive in someone’s work?

Chapter #Chapter Title



After hearing from the person, you might also accentuate the positive by saying:

1. I thought you did this well….

2. I thought the highlights where…

3. I’d like to discuss how you can do more of…

4. I’d like to share that this had a positive impact on the team…

5. I have noticed the changes in your approach…

Remember that a cornerstone of coaching and focusing on people’s strengths is the power of using positive language and its energizing effect on oneself and others.

7. Use your coaching models!

The GROW Model (once again) is particularly useful when it comes to giving feedback. You can:

1. Coach someone to give another person some feedback

OR

2. Use the GROW model to provide the feedback, in the following way:

Talk about what you want to achieve

Ask the person, or contribute your feedback as to the reality of the situation (this may be as simple as agreeing with the person or adding additional information that they need to be aware of e.g. Saying “yes, I think your assessment of the situation is accurate, I have received some feedback in this regard”.

Seek options for moving forward

Determine what will be done and by when.

Chapter 3Challenging Conversations






Chapter 3 – Challenging conversations

“You can make a difference to the workplace asking one great coaching question at a time.”

Paula Jones-Hunt

(8-4) Challenging conversations in the workplaceIt is important to acknowledge that the majority of us don’t like having challenging conversations or giving feedback that is difficult and would probably prefer not to do it! But it is the reality of our workplace that we need to be able to have this conversation and we can use our coaching tools to enable the conversation.

1. How do you feel about having a challenging conversation?

2. What is your normal approach?

Opening the challenging conversation – the feedback script In your coaching, you may be coaching a person to have a challenging conversation, or you might have to share some information that is challenging yourself. Before you start the conversation we encourage you to prepare by asking good coaching questions and then use that information to inform the conversation.

Think about the ‘positive intention’ of the conversation or the ‘higher purpose’ or big picture that you want to achieve. So, this means the goal is not just ‘I want him to change’, instead we would ask:

‘For what purpose?’ or ‘Why do you want him to change?’ or ‘What are you trying to achieve?’This is where you can ask a WHY question!

We also encourage you to ‘script’ the conversations and take those notes into the conversation particularly if you are nervous or the conversation is a challenging one. The preparation questions and feedback script are presented on the following page.







Be prepared!

The best approach we have found is to BE PREPARED!! Prepare the feedback that you would like to deliver and run it by a couple of colleagues with different learning styles. They will be able to tell you whether your message is likely to come across in the manner in which it was intended.

3. What preparation do you think is important?

Receiving feedback

A colleague used to say “feedback is the breakfast of champions”. If you are receiving feedback, it is important to:

1. Think about the positive intention behind the feedback (even if they are delivering it poorly)

2. Listen (fully) and stay open to the feedback – rather than getting defensive, jumping to conclusions or making assumptions

3. Be open to the learnings and areas of improvement.

4. Acknowledge the person giving you the feedback, because it may not have been easy for them.

5. Thank the person for the feedback – because without the feedback, there is no way that you could act or make a difference in the area of performance.

6. Finally, it is important to remember that leaders seek feedback – they are not afraid of it – they actively seek it so that they can improve, grow and learn.

Chapter 4Some More Reading!






Chapter 4 – Some more reading!

“If you don’t give feedback, they may never know, and poor behavior goes on unchecked. It’s your

choice really.”Natalie Ashdown

(8-5) Harvard Business Review There is such a wealth of knowledge on this topic! So in this workbook, we provide a few articles for you to read, discuss, and draw your own conclusion about what you are going to take forward.

All articles have been selected directly from the Harvard Business Review Blog Network here: http://blogs.hbr.org/ Enjoy exploring this site! You can subscribe for free!

Giving a high performer productive feedback

By Amy Gallo, Thursday December 3, 2009

Giving feedback, particularly constructive feedback, is often a stressful task. As counterintuitive as it may seem, giving feedback to a top performer can be even tougher. Top performers may not have obvious development needs and in identifying those needs, you can sometimes feel like you're being nit-picky or over-demanding. In addition, top performers may not be used to hearing constructive feedback and may rankle at the slightest hint that they're not perfect.

However, giving your stars good feedback is essential to keeping them engaged, focused, and motivated. Luckily, feedback discussions do not need to be unpleasant, especially with top performers. Instead of dreading your next review session with your star, think of it as an exciting opportunity to celebrate success and discuss what's next.

What the Experts Say

Don't be tempted to bend the feedback rules for top performers. No matter who is receiving the feedback, it is essential to follow good feedback practice. Do your homework; gather data and details to support your feedback. Always describe behaviors, not traits. Don't dwell on the past; instead focus on what the employee can change in the future. Be sure to check for understanding and agree on clear next steps and a fair way to measure progress.

That said, feedback for your top performers does require special care. Don't assume your star is perfect. Jean-François Manzoni, Professor of Leadership and Organizational Development at IMD International and co-author of The Set-Up-to-Fail Syndrome: How Good Managers Cause Great People to Fail points out, "Everyone has some room for improvement, in this job or the next, within our current set of capabilities or a broader set that will likely come in handy in the future." You do your star a disservice if you fail to help her figure out how she can continue to grow.

http://www.amazon.com/Set-Up-Fail-Syndrome-Managers-People/dp/0875849490

http://www.imd.ch/

http://blogs.harvardbusiness.org/hmu/2009/04/feedback-that-works.html

http://blogs.hbr.org/





When conducting your research remember that results don't always speak for themselves. High performers often have great results; yet it's important to understand how they achieve those results, and often at what cost. Unfortunately, top performers often get results by forgoing other things, such as caring for their people, building alliances with others, or maintaining a healthy work/life balance. In addition, a top performer's strengths may often be her weaknesses. Think carefully about the behaviours that have enabled your star to succeed — they may be the same behaviours holding her back.

To make the most of your feedback session, focus the discussion on three levels: the star's current performance, her next performance frontier, and her future goals and aspirations. At the beginning of the session, set up the conversation by explaining you will be covering those three levels. Jamie Harris, Senior Consultant and Board Member at Interaction Associates and author of Harvard Business School Press's Pocket Mentor book Giving Feedback says, "This is always a good thing to do, but especially important for a high stakes conversation." Once you've agreed with your top performer on the agenda, start by talking about her current performance.

Express Gratitude for Current Performance

Many managers make the mistake of assuming that their top performers already know how well they are doing. Always start your feedback session by specifically stating what your star has accomplished. Show gratitude for her contributions and successes. As Manzoni says, "Advice is more likely to be welcome if it builds on comments acknowledging and celebrating this year's performance and is clearly positioned at helping the subordinate continue to develop beyond the current role and capability set." Constructive feedback is more easily received if it is preceded by genuine appreciation for hard work. Given how valuable your star is to you and your organization, you can't express enough how much you value her.

Now, What's the Next Performance Frontier?

Top performers are likely committed to self-improvement — that's one of the ways they became top performers. As her manager, it's your responsibility to help her determine how to keep improving. Tap into that commitment and engage your high performer in a discussion about how she might achieve the next level of performance, whether it is a new sales target or a promotion. This part of the discussion should include recognition of what might be standing in her way and how she can overcome those obstacles. This doesn't need to be a negative conversation, however. Manzoni had a particularly good manager who adeptly helped him think about what was next and how he could get there. As Manzoni says, "I never felt criticized. Instead, I walked into his office six feet tall, and I came out of it nine feet tall."

http://harvardbusiness.org/product/giving-feedback-pocket-mentor-series/an/13272-PDF-ENG

http://www.interactionassociates.com/





Identify Future Goals and Aspirations

Once you and your star have agreed on where she is headed, ask about her motivation and values. To prompt her, ask questions such as: "What do you want to be known for?" or "What matters most to you?" This will give her a chance to reflect on her career path and how this current role and her next performance frontier fit in. It will give your high performer what Harris describes as a "window into greater awareness about what enables her to succeed in the current situation and what she wants to achieve next." It will also allow you to figure out how you can align her motivations with those of the company. Harris says, "Some people perform well in any context but people will almost always perform well when their own excellence is aligned with that of the organization."

Before you wrap up a feedback session with a high performer, always solicit feedback on how you are doing as a manager.

Ask questions such as "How can I continue to support your high performance?" or "What can we do as an organization to keep getting better and supporting your great work?" This is important because, as Harris says, it "shows that you're their ally in achieving what they want to achieve." Harris says, "This also helps cement their connection to the organization."

Frequency is KeyIn giving feedback to your stars, frequency is crucial.

Harris warns that you shouldn't be tempted to leave your high performers alone. He says, "The higher the performer, the more frequently you should be providing feedback." Don't wait for review time. You and your company depend on retaining top performers. Therefore, it is a wise investment of your time and energy to support and develop them.

Principles to Remember

Do: Give both positive and constructive feedback to high performers regularly.

Identify development areas, even if there are only a few.

Focus on the future and ask about motivations and goals.

Don’t: Presume a star has reached the limits of her performance.

Leave your top performers alone.

Assume your stars know how appreciated they are.





How to give feedback to contractorsBy Steven DeMaio, Wednesday April 8, 2009

As a full-timer, I often worked with outside contractors and made a point of giving them as much feedback as I gave, and sought from, my in-house colleagues. Now that I spend half my time as a contractor, I focus a lot on pleasing clients (see my previous post "Four Ways to Exceed Clients' Expectations"). Some clients provide me the sort of feedback I used to give to contractors; others do not. Having now been on both sides of the relationship, I'm more convinced than ever that when contractors get substantive feedback, everyone wins. Here are my basic principles about providing feedback to outside help:

1. Giving feedback to contractors saves you time. A common misconception is that after work is outsourced, in-house staff should immediately reduce their time on it to almost zero. Indeed, having to invest time after the contract is signed is often seen as an irritation, even an affront. The reality is that early, substantive check-ins -- in which good questions are asked, real information is exchanged, and genuine assessment takes place -- get you to that blissful zero faster, even though there's an initial blip up in time investment.

2. Don't assume that a contractor's work is immutable. Contract work is often treated like pizza that's ordered for delivery: A pie from a certain shop is made in a certain way, and that's it. Don't like it? Order from another place. A contractor, unlike a pizza chef, often decides how to approach the work based on her perceptions (or misperceptions) of what an individual customer wants. If you clarify your expectations -- even calibrate them as you go -- the contractor is very likely to adapt. She might do the same basic task very differently for another client yet thoroughly please both of you. Individual contractors undoubtedly have limitations, but they're probably not as strict as you think.

3. Don't just assess the work -- explain the assessment. Feedback for a contractor is not to just make her feel loved. "Nice job!" or even "Great work!" alone doesn't get you much more than goodwill, important as that is. Telling the contractor precisely why you found the work to be of high quality -- emphasizing especially the unexpected value she added -- will ensure that she maintains it. You should also identify what elements were not as important even if they did no harm, for then the contractor can shift time from them to the higher-value items. And, of course, you should be specific about what you didn't like and why, so that the contractor can make adjustments in her future work for you.

4. Give feedback when the work is still fresh. The wisdom of this principle for long-term projects is obvious: Early feedback, given in increments when possible, improves the quality of work done at later stages. Whatever the span of a project, feedback is understood better when it's timely, because the mind can readily link it to just-completed specifics. Delayed feedback usually makes only a broad impression ("They basically liked it") and may even get sidelined entirely as the contractor focuses on new tasks. If you simply cannot give substantive feedback in a timely fashion, let the contractor know.

5. Quickly acknowledge receipt of the work. If you don't do this, the contractor wastes time wondering whether you got the deliverable -- and wastes your time following up about it. This is the most elementary form of feedback, yet one that many outsourcers forget to give.





How to give your boss feedback

By Amy Gallo, Wednesday March 24, 2010

Working closely with anyone gives you useful insight into her performance. This is especially true of your boss, who you likely see in a variety of settings: client meetings, presentations, one-on-ones, negotiations, etc. But even if that insight could be helpful to your boss, is it your place to share it with her? Could you be putting your job or your relationship at risk by telling her what you see or by giving her frank feedback? Giving your boss feedback, commonly called upward feedback, can be a tricky process to master. However, if offered correctly and thoughtfully, your insight can not only help your boss, but also improve your working relationship.

What the Experts Say

John Baldoni, a leadership consultant, coach, and author of Lead Your Boss: The Subtle Art of Managing Up says that leadership is all about perception; if leaders do not know how they are perceived, their performance will suffer. However, the higher up in an organization a leader sits, the harder it is to get honest feedback. James Detert, Assistant Professor at the Cornell Johnson Graduate School of Management and author of the Harvard Business Review article "Why Employees Are Afraid to Speak" and "Speaking Up to Higher-Ups: How Supervisors and Skip-Level Leaders Influence Employee Voice" says, "Over reliance on the chain of command prevents leaders from hearing the unvarnished truth." Your input can help your boss see herself as others see her and help her to make critical adjustments in her behavior and approach. However, giving this type of feedback requires careful thought; here are some principles to keep in mind.

The relationship comes first

The ability to give and receive upward feedback, like any form of feedback, is dependent on the relationship between you and your boss. Without trust, the feedback will be impossible to receive. Before giving feedback, you need to gauge whether your boss will be open to what you have to say. If you know that your boss is unreceptive to feedback, is likely to react negatively, or if you have a rocky relationship, it's better not to say anything. However, as Baldoni points out, "If your boss is open-minded and you have a good relationship, you owe him the straight talk." As with any feedback, your intentions must be good and your desire to help your boss should supersede any issues you may have between you.

http://orgsci.journal.informs.org/cgi/content/abstract/orsc.1080.0405v1

http://orgsci.journal.informs.org/cgi/content/abstract/orsc.1080.0405v1

http://hbr.org/product/why-employees-are-afraid-to-speak/an/F0705B-PDF-ENG?Ntt=James+R.+Detert

http://www.amazon.com/Lead-Your-Boss-Subtle-Managing/dp/0814415059/ref=sr_1_1?ie=UTF8&s=books&qid=1261503560&sr=8-1





Wait to be invited, or ask to be invited?

Even if you have a great relationship, launching into unsolicited feedback is ill-advised. As Detert says, "General advice on how to be a better boss is tough to give unless you're asked for it." Ideally, your boss has asked for your input and made clear what would be helpful to her in terms of feedback. Your boss may disclose her development areas and ask you to keep an eye out for certain behaviors that she is working on. Baldoni says, "In a perfect world, it is a manager's responsibility to make it safe to give feedback."

However, Baldoni acknowledges that in the real world this may not always happen. If your boss does not directly request feedback, you can ask if she would like feedback. This is often most easily done in the context of a new project or new client. You can say something like "Would it be helpful to you for me to give you feedback at certain points in this project?" or "I'm likely to have a unique perspective on what we're doing, would you like some feedback about how the project is going?" Again, these questions must be presented with the best of intentions. Since it is her job to give you feedback, avoid sounding like you want to give feedback in a vengeful way. Demonstrate your willingness to help her improve.

Focus on your perspective

It can be tempting when your boss is open to feedback, to imagine all the things you would do if you were in his position. However, your feedback should focus on what you are seeing or hearing, not what you would do as the boss. Baldoni recommends that you "frame feedback in form of your perceptions." He suggests saying things such as "I noticed at that meeting that you came across as bullying." By sharing your perspective, you can help your boss to see how others are seeing him. This can be invaluable to a leader who may be disconnected from people in the lower ranks.

Focusing on your view also means realizing the limitations of your standpoint. You need to remember that you are seeing only a partial picture of your boss's performance and you may not appreciate or realize the demands on him. Detert says, "Subordinates by and large don't have a full appreciation of the reality of their bosses." Give feedback that is reflective of what you can see and avoid presuming what he is faced with. Remember that good feedback rules still apply. Your feedback should be honest and data-driven. Open with affirmative feedback and give constructive feedback with suggestions for improvement. Avoid accusations. "People react much, much better to specifics than to generalities," Detert says. So, use details to back up your points.





When your boss bites back

No matter how carefully or thoughtfully you've prepared and delivered your feedback, your boss may get upset or be defensive about the feedback you've given. If you were asked for the feedback, Baldoni says you should hold your ground and explain that you were doing what was asked of you. Sometimes reframing the feedback can help. Detert urges that feedback is more easily received if you "frame it in terms of what your boss cares about." He says, "You can point out specific ways that specific behaviors are inhibiting the boss from achieving his goals."

Gauge her reaction to determine how she likes to receive feedback and what topics are out of bounds. Perhaps she doesn't want to hear feedback about her communication style or a certain high-pressure initiative. Rather than clamming up after a negative reaction, take the opportunity to check in with her about what would be useful going forward.

When in doubt, hold your tongue

If you're not sure if your boss wants to hear feedback or if the subject of the feedback is a sensitive one, it's almost always better to not speak up. There is no reason to risk your working relationship or your job, unless you feel your boss's behavior is putting the company or your unit in jeopardy. Instead, look for opportunities to give anonymous feedback, such as a 360degree feedback process.

Principles to Remember

Do:

Be certain your boss is open and receptive to feedback before speaking up

Share with her what you are seeing and hearing in her organization or unit

Focus on how you can help her improve, not on what you would do if you were boss

Don't:

Assume your boss doesn't want feedback if she doesn't request it — ask if she would like to hear

your insight

Presume you know or appreciate your boss's full situation

Give feedback as way to get back at your boss for giving you negative feedback

Chapter 5Putting it into Practice



Chapter 5Putting it Into Practice



Chapter 5 – Putting it into practice

“Take advantage of every opportunity to practice your communication skills so that when important

occasions arise, you will have the gift, the style, the sharpness, the clarity, and the emotions to

affect other people.”Jim Rohn

(8-6) Create a feedback script for a conversation

Create a feedback script for a conversation that you need to have (or coach another person). Start by answering the key questions, then create the script.

Key questions for you (or your coachee):

1. Why bother with this conversation?

2. What are you trying to achieve?

3. Why is it important that YOU (and not someone else) have this conversation?

4. What is my positive intention?

Now you can script the conversation:

5. I’d like to talk to you about…<<insert the topic>>

Or

6. I’d like to share with you that <<insert information>>

7. I’ve noticed that...<< be specific>>

8. I feel...<<state the emotion>>

9. The impact is/what’s at stake...

10. I may have contributed by...

11. What I would like is...

12. What do you suggest? Or How can you move forward on this?

13. At the end of the exercise, reflect on: What are your key learnings from using the feedback script?

Chapter 5Putting it Into Practice



Chapter 5 – Putting it into practice

Coaching demonstration #2Consider the coaching models you have learned so far on your course and submit a recording on the model/s that you would like feedback on from Open Door’s Assessor.

GROW

EARS / WDEP

SMART

Miracle Question

Needs Analysis

Coaching around feedback

Remember opportunities to question decisions, ask direct questions, catch thought bubbles and turn into questions and scaling questions!

This is a chance to demonstrate your coaching skills.

If you are doing your course ‘face to face’, your facilitator will be listening to your coaching and providing feedback. You do not have to record your coaching, but you do have to note your key learnings using the template.

If you are doing your course online, this is the second recording that you are required to submit. You need to record your coaching session using your advanced coaching models and submit your coaching for feedback. We prefer that you upload MP3 or audio files. You will upload your recording in the module ‘CIV Coaching Recordings’ in the lesson ‘Upload Coaching Recording 2 here’

Your coaching should:

1. Demonstrate the use of your coaching models

2. Demonstrate you getting really clear about the goal with the client

3. Demonstrate your rapport building skills

4. Demonstrate how you really listen to the coachee (we don’t want to hear you chopping the person off, telling them what to do, speaking over the top of them).

Your summary and reflections Think about your key learnings from this module and capture your reflections in Open Door online to finalise your module.

learn.opendoorcoaching.com.au€¦ · Web viewCertificate IV in Workplace and Business Coaching (22174VIC) Module 0:Introductory Workbook. Table of contents. Table of contents.

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