Coaching and Feedback Job Aid for Managers

Objective
Create a job aid on coaching and feedback for managers (specifically, first time managers).

Deliverable
Job aid for an effective coaching and feedback session for all people managers

Solution
 Provide a guidelines for a leader to conduct an effective feedback session
 The job aid encourages leaders to:
1. Discover and diagnose the situation and employee development need
2. Instruct and coach the employee

Guiding principles
 Best practices for providing effective feedback

 Action-Impact-Desired Outcome feedback model

-Identify the actions that they took.
-Highlight the impact and implications of their actions.
-Lead to the desired Outcome?

 Situational Leadership model

Provide feedback for a specific development need of the employee and customized to that
scenario. For example, immediate feedback is not the best approach if the employee is highly
competent and committed towards a task.

Usage
 The leader reviews the job aid ahead of the session as a printout or download.
 The leader refers to the job aid while the feedback session is in progress to ensure the golden
rules are adhered.

Golden Rules for an Effective Feedback Session

 Depersonalize: Focus on issues and improvements

o For negative feedback, use first person statement
Example: I am frustrated…, I am disappointed…
o For positive feedback, use second person statement
Example: Your suggestions at the meeting were valuable…
 Trust: Assume positive intent
 Respect: Acknowledge employee feelings and needs
 Listen: Use open questions to gain insight from the employee’s perspective
 Specify: Avoid generalizations and provide firm performance expectations
 Job Aid for Coaching and Feedback
Situational Feedback

Employee Development Leadership Style Feedback

Level

Enthusiastic Beginner Direct (S1) Diagnose = Action* + Impact**

(D1)  Does the employee have any views on the
Leader-driven: task at all?
Low competence, I’ll decide  What are employee skills limitations?
high commitment+
Coach = fn (person, goal, time, place)
 Acknowledge enthusiasm
 Clear roles and goals
 Structure the task
 Set priorities
 Supervise and provide frequent feedback
 Connect the employee to the Performance
Consultant for competency development
consultation

Disillusioned Learner (D2) Persuade and Coach Diagnose = Action + Impact

(S2)  Why does the employee lack motivation?
Some competence,  What are the employee skills limitations?
low commitment Leader-driven:  Review employee generated action plans
Let’s talk, I’ll decide
Coach = fn (person, goal, time, place)
 Advise how the skills and recommended
process contribute towards a quality
solution
 Assure that it is OK to make mistakes
 Analyze successes and mistakes
 Identify competence development areas
 Maintain a clear 'do this' position to ensure
all required actions are clear.
 Connect the employee to Performance
Consultant for competency development
consultation

Aradhana Datta Ravindra, PMP Page 2

 Job Aid for Coaching and Feedback

Capable, but Support (S3) Diagnose = Action + Impact

Cautious, Performer (D3)  Focus on motivation, not skills - the
Employee-driven: employee is technically capable of
High competence, Let’s talk, we’ll decide completing the task.
variable commitment  Recognize issues that cause the employee
to be cautious

Coach = fn (person, goal, time, place)

 Build confidence by looking at past
successes and skills
 Discuss ideas
 Ask questions to build self-reliant problem
solving skills
 Praise when necessary commitment is
displayed
 Help remove obstacles to achieve goals
 Connect the employee to Performance
Consultant for competency development
consultation

Star Achiever (D4) Delegate (S4) Diagnose = Action + Impact

 Is the employee feeling valued?
High competence, Employee-driven:
high commitment You decide Coach = fn (person, goal, time, place)
 Provide variety and challenge in tasks
 Recommend opportunities to mentor and
train others
 Provide autonomy
 Acknowledge contribution
 Provide minimum direction and support
 Keep a distant eye on the task to ensure
everything is progressing as per plan
 Discuss the learning/coaching solutions
for high potentials with your Performance
Consultant

+Competence refers to the degree to which subordinates have the competence and commitment
necessary to accomplish a given task or activity (and does not refer to employee performance)
* Action: Things the employee is doing well and areas that can be developed
**Impact: Effect of current actions on the task

Aradhana Datta Ravindra, PMP Page 3

 Job Aid for Coaching and Feedback
Notes from the meeting
Recommendation:
 Write only the keywords while the feedback session is in progress so that the employee gets your
full attention. Flesh out the data immediately after the session in this space.
 Save this page in a separate folder named after the employee for quick future reference. You will
need to refer to this data for your next session with the same employee.

[Employee name]

[Today’s date]

I Discussion items:
1.
2.
3.

II Action plan:

III Human aspects:

Note down items that might not relate directly to the feedback session but seem important to the
employee. For example, I am preparing for a marathon, I lost a parent recently, my son got admission
in this prestigious school.
Recommendation:
You might want to touch upon this item in your next meeting.

IV Follow-up item for the next session

Aradhana Datta Ravindra, PMP Page 4