¿Cuáles son algunas de las herramientas y técnicas que utilizas para facilitar la retroalimentación y las sesiones de coaching?

I agree, curious what percentage of managers and coaches spend time in preparation for meetings as well as helping the learner know how to prepare and set the expectation to have a meaningful interaction. I know sometimes it is hard to do but without it much less value is added. Preparing yourself for me is the east part. Curious if anyone has suggestions or tips to help prepare the learners?

To facilitate effective feedback and coaching sessions, consider tools like: 1. 360-degree feedback tools: Provide comprehensive feedback from peers, managers, and direct reports. 2. Video coaching platforms: Allow for remote coaching with features for playback and analysis. 3. Performance management software: Track goals and progress over time. 4. Feedback forms and templates: Standardize feedback collection for consistency. 5. Mind mapping tools: Visualize coaching plans and feedback sessions. Techniques include active listening, asking powerful questions, and using the GROW model (Goal, Reality, Options, Way forward) to structure coaching conversations effectively.

I elevate feedback & coaching sessions by empowering growth with: 🌱 Growth Mindset Gardening: Encourage learning and improvement. 🎨 Feedback Canvas Crafting: Visualize goals and strengths. 💬 Questioning Mastery: Stimulate reflection. 📈 Goal Setting GPS: Guide toward success. 🤝 Active Listening Symphony: Foster understanding. 🔄 Feedback Loop Looping: Ensure continuous improvement. I like to use these tools to empower, drive performance, and cultivate excellence in clients. Remember #YOUCAN do anything you put your mind too. 🙌 Your biggest cheerleader, Shaye ❤️

Familiarize yourself with the individual's goals, strengths, and areas for development. Create a supportive and confidential environment conducive to open dialogue. Develop specific examples and actionable feedback to provide constructive guidance. For instance, at Amazon, managers undergo training on providing effective feedback and coaching using tools like the "Working Backwards" method to guide discussions and drive employee development.

It is much easier to offer advice on what you would do than it is to listen actively and provide feedback or probing questions.

GROW model: G - Goal - Start by clarifying the individual's goals R - Reality - Assess their current reality and challenges O - Options - Explore various options and strategies to overcome obstacles and achieve objectives W - Wrap-Up - Finally, wrap up by summarizing key insights and outlining action steps For example, at Microsoft, managers apply the GROW model during performance conversations to help employees set clear goals, assess progress, explore development opportunities, and create actionable plans for growth.

I have been cautioned to not give the feedback sandwich due to the tendency of some to only hear the good. I have also been told I don’t recognize the good enough either. I try to have separate conversations for the positive and negative and avoid the sandwich. What are your thoughts or methods to handle this? Everyone is different and can respond differently as well so it may be somewhat to consider individually perhaps.

Utilize the sandwich feedback method to provide balanced feedback during coaching sessions. Start with positive reinforcement or praise, then address areas for improvement or constructive criticism, and end with encouragement or reaffirmation of strengths. For example, at Apple, managers use the sandwich feedback approach during performance reviews. They begin by acknowledging the employee's contributions, then discuss areas for development, and conclude by expressing confidence in the employee's potential for growth and success.

SBI method: S - Situation - Describe the situation B - Behavior - Describe the impact I - Impact - Explain the impact it had on individuals or outcomes Finally, discuss desired changes or improvements. For example, at IBM, managers use the SBI method during performance discussions. They provide feedback by outlining the situation or behavior observed, highlighting its impact on team dynamics or project results, and then collaboratively exploring strategies for improvement to enhance performance and achieve desired outcomes.

The 70-20-10 rule: Allocate 70% of learning through on-the-job experiences, 20% through interactions with others (mentoring, coaching, feedback), and 10% through formal training programs. For example, at Google, managers encourage employees to apply the 70-20-10 rule by emphasizing hands-on learning, peer collaboration, and feedback-rich environments. This approach fosters continuous growth and development within the organization.

Having only 10% formal education can present an issue for many teams that require regular or in-depth training and education. If your company needs more than that, you can increase the quality of formal education by including social and role-playing experiences during training and feedback sessions. Object lessons are another way to increase the effectiveness of (and positive response to) coaching.

Follow-up and evaluate feedback and coaching sessions by setting clear action plans, establishing milestones, and scheduling regular check-ins to monitor progress. Encourage open communication and provide ongoing support and guidance as needed. For example, at Salesforce, after coaching sessions, managers work with employees to create development plans with specific goals and timelines. They then schedule follow-up meetings to assess progress, provide additional support, and adjust strategies if necessary, ensuring continuous improvement and development.

Consider virtual coaching sessions: In virtual feedback and coaching sessions, structured agendas, active listening, visual aids, interactive activities, feedback encouragement, and goal setting are key. At XYZ Corp, sessions start with agendas, discussing performance and goals. Screen sharing visualizes data, fostering participation. Role-playing enhances communication skills. SMART goals are set collaboratively for ongoing development.

Coaches must create a non-judgemental environment during sessions. It involves consciously refraining from bias, maintaining a neutral stance without being influenced by personal emotions and sentiments. Any coach may find coaching a challenging task because a client's own experiences often trigger their own personal experiences. A coach should pay complete attention, be calm, and actively listen to the client's thoughts and concerns. If a coach is not mentally prepared or ready for the session, it's advisable to avoid coaching. Else, it may have a negative impact on the client and end without a positive outcome. Staying in the calm zone gives a safe space for a coaching client throughout the session.