Wednesday, January 25, 2012

GIVING FEEDBACK | Coaching and mentoring



Giving honest feedback is not an easy thing to do and some coaches shy away from it, defeating the purpose. However, being honest does not mean that the limitations of the learner have to be starkly presented to him or her in a personally threatening manner. Ideally, the feedback should be invited by the learner not presented by the coach and it should be done in a manner where the learner does not reject the information.
Holding back on giving honest information so as not to cause offence prejudices the chances that the learner’s behaviour will improve. The true message should not be so deeply hidden that the learner is unable to recognize it. In order to do this:
  • Feedback should be clear and specific.
  • It should focus on the behaviour and not on the person.
  • It should focus on behaviour that can be improved.
  • It should be invited where possible and not thrust at the learner.
  • It should be delivered in a timely manner.
An effective model for giving feedback is the DESC approach by Bower and Bower (1976). Essentially, it involves identifying the goal or objective you wish to achieve then following this process:
  • Describe your situation in terms of what happened; describe behaviour and not the person.
  • Express your feelings about the situation in a calm and constructive way.
  • Specify what you would like to happen.
  • Consequences – explain the positive implications of the change in behaviour and/or what might happen without a change in behaviour.
Another very useful model for improving communication and coaching is the Johari Window (see Figure 1).

 
Figure 1: The Johari Window
In Figure 1 there are four areas within the quadrant: arena, blind spot, façade and unknown. The arena represents the area of common understanding by you and the other person. The blind spot represents that which is known by the other person but not by you. The façade illustrates what you know and what is not known by the other person. Finally, the unknown area represents that which is not known by you or the other person.
If we wish to improve communication and understanding in the blind spot and façade areas it is important that more information is provided by you and/or the other person in order to draw the exchange into the arena. Where nothing is known by both people, investigation and research are necessary to identify what is unknown thereby allowing it to be carefully examined and discussed.

The importance of timing

Coaching feedback should be delivered in a timely fashion. If the period of time between the behaviour and the feedback is long then the coachee may not remember what happened or be less inclined to do anything about it. This means that the coach or team leader needs to be up to speed with all the metrics and behaviours of their team. Learners will know which coaches and team leaders are on top of their jobs and those who are not. It is therefore necessary to be up to date and also to set a good example.
Providing prompt feedback is a more successful means of behavioural change. This can o en be done through listening in to calls and providing guidance and recommendations as soon as the call ends.

Coaching is not criticism

Coaching is generally regarded as a form of constructive one-to-one development that involves identifying areas where performance is not up to the required standard and developing agreed solutions to address the performance gap. Unfortunately, coaching delivered in the wrong manner or through an inappropriate system can be perceived negatively by the learner. In fact, even genuine coaching can be interpreted negatively by the learner and so it should be approached professionally.
Another area of concern is the use of the term ‘coaching’ when what is actually meant is ‘criticism’ (Cameron, 2000). This use of the word ‘coaching’ as a so form of criticism or discipline corrupts and degrades the original meaning of the word and thus undermines those who coach in an ethical and professional manner.
It is essential to separate coaching from performance evaluation because the two processes have very different purposes. Coaching may involve an assessment of a person’s skills but the main objective is about development and improvement of performance. Performance assessment connected to salary or other forms of ranking should be completely separated from the coaching process.
The most satisfactory solution to this is to ensure that the person doing the coaching is not involved with performance assessment or grading. In this way the relationship is not compromised; however, in many organizations the team leader who provides input on performance is also the coach. Encouraging the team leader to be a coach is entirely logical and practical, but this structural arrangement may also mean there is a conflict of interest and roles.
The reasons for separating grading and coaching are obvious. For successful coaching to happen there needs to be trust and a true rapport between the coach and learner. If learners feel that their performance is also being assessed and that this may impact upon salary or other benefits they will feel inhibited about admitting limitations and mistakes, etc.

Coaching the coaches

In many organizations there are trained and dedicated coaches whose main purpose is to support and develop employees. But o en the role of coaching falls within the remit of the team leader or manager who may have extensive knowledge and skills but who does not necessarily have experience of coaching. The problem is that team leaders get promoted because they are good at their job, not necessarily because they are good at managing and leading. For these reasons, there should be general management training for team leaders and this should include coaching them how to coach. In particular, induction training for team leaders should include coaching skills.

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