Constructive Coaching & Feedback Training

1. CONSTRUCTIVE COACHING &
FEEDBACK

2. OBJECTIVES
• DIFFERENTIATE BETWEEN FEEDBACK & COACHING
• RECOGNIZE WHEN TO PROVIDE EFFECTIVE COACHING
• IMPORTANCE OF COACHING
• PREPARE TO COACH
• FIVE STEP MODEL OF COACHING
• IMPLEMENT A FIVE STEP MODEL FOR HANDLING RESISTANCE
AND MANAGING THROUGH CHALLENGING REACTIONS TO
COACHING AND FEEDBACK
• APPLY A COACHING MODEL THAT HELPS PLAN, ENGAGE AND
FOLLOW UP ON COACHING CONVERSATIONS

3. FEEDBACK VS. COACHING
FEEDBACK COACHING
Focused on past behavior Focused on future behavior
Evaluative Developmental
“Telling” or “Advice” oriented Inquiry oriented
Corrective Constructive
Often used to help poor
performers change behavior in a
prescribed direction in a way that
works best for the organization
Used to help the better performers
move ahead by releasing
potential in a way that works best
for the individual AND the
organization

4. GIVING FEEDBACK : IF I HAD A
DIFFERENT JOB…

5. WHAT IS COACHING?
Coaching, is a teaching, training or development
process via which an individual is supported while
achieving a specific personal or professional result or
goal.

6. DIFFERENCE BETWEEN FEEDBACK &
COACHING : TO TELL OR NOT TO TELL

7. WHEN TO COACH???
RECOGNIZE THE THREE TYPES OF COACHING OPPORTUNITIES
• Coaching for Success
• Coaching for Improvement
• Coaching for Managing Performance Problems

8. ANALYZING COACHING
OPPORTUNITIES
Willing and Able
What characteristics demonstrate this
condition?
Unwilling, but Able
What characteristics demonstrate this
condition?
Willing, but Unable
What characteristics demonstrate this
condition?
Unwilling and Unable
What characteristics demonstrate this
condition?
Your performance evaluation process may benefit from figuring out whether your problem
performer has a “willingness” or “ability” problem. Look at the grid below:

9. WHY DO PEOPLE NEED COACHING?
Most often, people need coaching for the following broad
reasons:
• Seeking help to get "un-stuck"
• Clarifying needs and goals; then getting into action to accomplish big
personal, team, and/or organizational goals
• Resolving all kinds of complex problems related to
people, relationships, trust, and working together
• Increasing their personal and collective capacity to become better
leaders, managers, and professionals

10. PREPARE TO COACH
• Demonstrate effective communication and interpersonal skills to develop
supportive coaching relationships
• Don’t personalize the situation or behavior, concentrate on the facts
• Be considerate and respectful of the other person
• Develop productive alliances with others in the work place
• Be an example
• Get necessary performance data
• Avoid negative words
• Rehearse, if reqd.

11. POSITIVE COMMUNICATION :
ELIMINATE NEGATIVE TALK

12. FIVE STEP COACHING MODEL
5-Step
Coaching
Model
Establish
Goals &
Purpose
Discuss &
Clarify Details
Gain
Agreement
Discuss
Performance
Solutions
Summarize
the Action
Plan
PROVIDE MEANINGFUL
POSITIVE AND
CONSTRUCTIVE
COACHING USING A
FIVE STEP MODEL THAT
FOCUSES ON OBSERVABLE
BEHAVIORS, THOUGHTS, FE
ELINGS AND DESIRED
RESULTS.

13. ESTABLISH GOALS & PURPOSE
Establish purpose and importance of the discussion:
• Be specific & concise
• Refer to data/information that indicates a problem/
opportunity exists
• Be positive and in a non-threatening tone, be prepared to
handle emotions
• Maintain/enhance self esteem

14. GOAL SETTING – STANDING OVATION

15. DISCUSS & CLARIFY DETAILS
• Seek input by using open-ended questions
• Clarify information by provide details that staff did not know
• Avoid judgment
• Listen & respond with empathy

16. GAIN AGREEMENT
Agree on desired outcome
• Decide what is to be accomplished
• Ask instead of tell

17. DISCUSS PERFORMANCE SOLUTIONS
Discuss most effective ways to handle situation
• Develop a strategy to achieve the outcome
• Plan for potential roadblocks
• Use individual’s ideas wherever possible

18. SUMMARIZE THE ACTION PLAN
Summarize actions to be taken
• Specify who, what and by when
• Check for understanding
• Acknowledge staff participation
• Set a follow-up date

19. BRIDGING
Connect performance from past to future:
• PAST positive behavior/performance
• PRESENT observed behavior/performance
• FUTURE behavior/performance expected

20. COACHING MISCUES

21. HANDLING RESISTANCE
Handling resistance requires the ability to:
• Recognize the signs of resistance
• View resistance as a natural part of the change process
• Listen and react non-defensively

22. 5-STEP MODEL OF HANDLING
RESISTANCE
1. Acknowledge to yourself that you are encountering resistance
2. Describe what you see, hear and feel
3. Stay silent and let the other person or people respond
4. Listen attentively
5. Work together to develop plans to deal with concerns, fears and
losses

23. MANAGING REACTIONS
Unmotivated to ListenAngry
Not committed to Action
Shock Disagree
Crying

24. GUIDELINES OF A GOOD COACH
• Know Your Own Role
Act as an objective facilitator, helping the team member
select the best options and not offering advice or direction
• Practice by Coaching Yourself
A great way to practice using the model is to address your
own challenges and issues
• Ask Great Questions… and Listen Well
The two most important skills for a coach are the ability to
ask good questions, and effective listening

25. CHARACTERISTICS OF A GOOD COACH
– QUICK RECKONING

26. LET’S PRACTICE! – STEPS TO EFFECTIVE
COACHING