How can you provide effective feedback and coaching to new managers in LD programs?

Building a continuous feedback loop is essential to making new manager leadership programs successful. As new managers, it is important to classify their challenges under 3 buckets: 1. How do I engage my team effectively to deliver the work on time with the right quality? 2. How do I have the right career conversations with my team? 3. How can I ensure there is a strong culture of learning and development in the team? A continuous feedback loop is built when there is a dedicated facilitator who has a regular touch point for at least 6-8 months post the leadership program. This can be done in groups where managers bring their real challenges to the group and use this time to reflect on challenges as well as solutions

Some ways to do better giving feedback, excel and build executive presence: 1. Read the room/know your audience because all conversation are not equal. Leaders now have to manage through a multicultural and multidimensional lens. 2. Build your knowledge of cognitive diversity and you will have a better frame and language to provide feedback. We use the Kolbe A internally and to help our clients with this competency. 3. If you are short on language/ what the say, go back the job description as a baseline and fair measurement ad a starting point. anything outside of that is value add.

Set the context for the conversation. Help people to understand that we're having a conversation about 'performance' not 'character'. For example, this contribution is me doing my work in a professional context. You might think that this contribution adds no value... hopefully not! But I would need to understand why you think that and use that information to improve. When I go home in the evening, my children don't care about my performance, they care about my character. Seperate the two and seek challenging feedback on your performance without interpreting it as a critique on your character.

For feedback it is important for leaders to create a safe environment. Creating a safe environment is about lowering barriers between people so that their fear of repercussions etc dissipates and communication flows. The leader needs to turn the power balance into the stakeholder's favor by leveraging the environment. Being an executive coach, I must say that leaders need courage and humility to turn the power balance into DR's favor. Ideas to turn the power balance: - Avoid a high status physical location - Utilize more natural and normal situations - Utilize more inviting communication styles like active listening - Structure and prepare for the conversation - Develop your team members

Just as we started, new managers will go through many challenges. Coaching and mentoring new managers/ leaders is an important tool but is underused. We need to develop new managers/ leaders, that’s a leaders JOB. So coaching and mentoring will help you on this journey. It’s a win-win situation, you help develop others but at the same time you learns so much from the younger generation.

There is no effective feedback! It's rather that I classify feedback into genuine, candour and critical. Let me add when this feedback is given. Genuine Feedback: When your clients share feedback about your employee turned to a new manager, don't add or minus. Share the same feedback Candour Feedback When you observe the employee, share your thoughts about the employee without hurting them. Ex: You are stupid is arrogance Your work is stupid is candour Critical Feedback When your colleagues share feedback about your employee, you share the feedback, then and there to the employee to avoid impact in the team morale

Regular candid feedback is important for an individual to understand how he is doing in his new role as manager and adapt his working style as per need. Generally, I prefer to give sandwich feedback - start with positive, give improvement areas in between, and end with positive.

It is important to be specific and constructive when offering feedback, be precise about what worked well and what needs improvement. Vague feedback is less actionable. For instance, instead of saying, "You did a great job," try, "I appreciate how you handled that team member's concern calmly and professionally." On the flip side, if improvements are needed, offer constructive suggestions for enhancement. This helps individuals understand their strengths and areas for development. You may also expand the feedback process by involving peers, subordinates, and even external stakeholders in the evaluation. A 360-degree feedback system allows individuals to gain a more comprehensive view of their performance and impact on others.

Providing feedback to new managers is essential for their growth and the success of the team. Constructive feedback guides their development, boosts confidence, and fosters better leadership. It's a valuable tool for building self-awareness and creating a more collaborative and productive work environment. Feedback empowers new managers to set goals and track progress, ultimately benefiting the organization. In a dynamic business world, it's a critical investment in leadership excellence.

For effective feedback, leaders need to lead by example and begin by themselves taking feedback first. Leaders need courage and humility to turn the power balance into the manager's favor. Coaching can help leaders and managers alike to build this culture. Here are some ideas to facilitate effective feedback: - Avoid a high status physical location-go to manager's office to make them comfortable - Utilize more natural and normal situations - Utilize more inviting communication styles-be genuinely interested in & demonstrate active listening - Structure and prepare for the conversation-let them know in advance thru email - Develop stakeholders on your team-share resources - Use specific examples yet don't make it a fault finding session

Effective coaching begins with trust and builds influence by developing their talent their way. I learn as much from those I coach as they do from me. It’s about effective listening to what is being said and then not attempting to solve or resolve but allowing the discussion to flow to a solid conclusion that works for them.

These ideas are all solid and yet, it needs to be added that the person doing the coaching often is juggling multiple responsibilities and hasn't been properly trained to provide this value. In working with thousands of leaders, there is too much pressure for them to do it all. Outsourcing some of the coaching and training frees up valuable time AND allows the leader and coachee to build on these learned skills so that both have more time and energy to focus on their high value targets and goals.

Helping new managers succeed involves two key elements: trust-building and active listening. First off, create an open environment where they feel free to share thoughts and challenges. Be a good listener, showing that their opinions matter. Throw in some open-ended questions to get them thinking. When it comes to feedback, be specific about actions, not personalities. Collaboratively set achievable goals and provide tools for skill development. Encourage connections with peers for shared learning. Gradually let them take decisions, with your guidance in the background. Celebrate their wins, no matter how small, and keep up regular check-ins to offer ongoing support.

One thing I have found helpful is to provide new managers with situation based case studies that probe them to think on solving for potential problems they could face when managing teams. For example e.g. providing new leaders with a situation of managing change in their teams and asking them to build an action plan of how they would get their teams to adapt and implement the change successfully. Additionally, mentoring from more senior leaders is helpful to learn from others experiences and journeys, while giving them real life scenarios to learn from.

As a leader, it is your responsibility to help them grow. This means it’s not your job to just give them the answer they’re looking for. It is way better to ask them questions about how they would address the problem if you were not there. Encourage them to take a stab at a solution. The goal here is to make them think it through. Period. You and Day will both find out that often. They have a really good answer. They may just be looking for an easy way out to have somebody give them the solution, so they don’t have to take responsibility for the outcome. But the big game for you as a leader, when you asked him questions about how they would address an issue, is it you discover how good of a strategic thinker they are.

Integrate frequent feedback and coaching into LD programs through immersive skill-building. Assess needs and set aligned objectives. Equip both managers and supervisors with tools and frameworks to give effective feedback and coaching. Provide interactive workshops on core competencies like active listening, asking powerful questions, and the SBI model. Facilitate peer exchanges for managers to practice skills and share experiences. Incorporate roleplays, videos and self-assessments for applied learning. Promote psychological safety and celebrates wins. Evaluate via surveys and performance data. A holistic curriculum with ongoing application will cement feedback and coaching capabilities for new managers.

In the ever-evolving world of Learning & Development, success hinges on integrating feedback & coaching effectively as follows: 1. Holistic Approach: Align your LD programs with organizational goals. Blend hard & soft skills training for a well-rounded experience. 2. Tech Meets Touch: Leverage technology for scalability, but don't forget the human element. Facilitate mentorship, group discussions, & one-on-one coaching. 3. Culture of Improvement: Create an environment where employees actively seek feedback & coaches provide it constructively. Encourage open dialogue. 4. Iterate & Refine: Learning is an ongoing journey. Regularly evaluate the program's impact, gather insights, & make necessary adjustments.

Leaders need to practice giving and receiving feedback. Either source scenarios from the group or get them from your experience. Build these scenarios into your training to allow participants to practice.

Focus on behavior, not personality. Ask the employee for help in problem identification and resolution. Use active listening to show you understand. Set specific goals and maintain communication. Use reinforcement techniques to shape behavior.

For me the first step is openly discussing what feedback is to the group. There are many connotations attached to the word and the feelings it brings about. A skilled facilitator can bring about a new shared interpretation of what feedback is and how it can look/feel/sound like. Embedding these new expectations into the learning experience can reinforce this new meaning and demonstrate the power of kind and helpful feedback.

Navigating feedback & coaching can be tough, especially for new managers. They often grapple with various hurdles - fear of conflict, time constraints, resistance, & more. To conquer these obstacles, focus on the human side of feedback. Build rapport, show appreciation, & manage emotions. Be prepared: set clear agendas, select the right time & place, & gather relevant data. Use positive & constructive language with "I" statements, examples, & suggestions. Don't forget to seek feedback & coaching for yourself - it's a two-way street! Let's elevate our leadership skills together.

One thing I've found helpful is to incorporate 30, 60, 90-day goals from each L&D opportunity. Then schedule time to review how the goals, what went well, what they can improve upon, and what they will do next. Feedback along the way will build a solid foundation for internalizing this action for future L&D opportunities.

I believe that the best environment for feedback and coaching starts at the top. The vision, values and culture of an organization, if it possesses a visceral appreciation for employee development and growth, will generate more impactful leaders, strong organizational threads, and exceptional execution.

Every professional's journey is unique. Coaching methods tailored to the new manager's strengths, weaknesses, career aspirations, and work style align organizational and individual goals, creating a more relevant, higher-quality professional development experience.

One of the most common obstacles to performance improvement is the lack of clarity about what needs to be improved, why, how, and by whom. Without clear and specific performance expectations, standards, and measures, it is difficult to assess the current state, identify the gaps, and plan the actions.

It’s ok to feel uncomfortable with development, it’s often a sign that there’s movement. Tuning into your own and external feedback offers information and opportunity to reflect and refine your skills so you can be at your best 🙌🏼

After 14 years, and after so many experiences, and programs and workshops and working with leaders, I finally documented my own practice. I review my presentation every so often, and make minor revisions when needed. I also do run-throughs with industry leaders to gain more feedback and insights; sometimes they recommend books to me. I am ultimately accountable for my own growth as a leader, and I expect the people I work with to have that same mindset.

Coaching is the most impactful when experienced with a growth mindset mixed with an iterative process of actively soliciting feedback, introspective reflection, and consistent interaction with a coach.

Giving feedback to motivate a leader is an art. You learn it through experience and it also helps you understand your own approach better. What has worked for you as a leader may not work for someone else but what learning can you pass through is what matters. It is an ongoing process and the more you learn the better you become at it.

Increasing self awareness is the key to almost all capabilities of being a good manager/leader. Having a high level of self awareness can help managers communicate more effectively and connect with their employees in a deeper level which is easier to lead to vision-led management. Also, in today’s environment, it’s almost impossible to have one person who knows all. Therefore, self-awareness can help managers understand where are their weaker spots and feel comfortable to seek help when needed.

To provide effective feedback and coaching to new managers in learning and development programs, specificity is crucial. Feedback should focus on specific behaviors, encouraging self-reflection and setting clear, achievable goals aligned with organizational objectives. Timely feedback, both positive and negative, maintains motivation and confidence. It's essential to offer practical solutions, recommend relevant skill development opportunities, and provide ongoing support. Regular follow-ups demonstrate commitment to their growth. This approach, rooted in active listening and empathy, fosters a supportive environment for new managers to thrive, ensuring their continuous professional development and success in their roles.

When giving feedback to new managers listen to what they are saying and how they are saying it to get the real meaning. Create an environment where feedback feels like a learning gift, not punishment. Ask for feedback on how you can best support your new managers, they may need it more than you think given the intense pressures we put on lower and mid-management.

Other than the above points, I would also consider the following: 1. Set clear expectations. 2. Clearly define the goal in terms of professional and personal milestones. 3. Be empathetic and open minded as a leader. 4. Resistance to feedback maybe emanating from a place of inexperience/ fear or overconfidence. 5. Give specific guidelines to coaches to work with. 6. Set timebound and measurable targets.

One of the things I hear most frequently about feedback from managers and leaders is that they don't get enough of it. Throughout our careers, most of us are used to getting frequent feedback — performance evaluations, promotion, and leveling conversations, 1:1s all provide opportunities to hear how others think we’re doing. As we move further into leadership these structures become more sparse. We have to get better at finding feedback. Often the information is available but we fail to recognize it because it doesn’t come packaged as we expect. Feedback slips by without us noticing. Paying attention to more subtle signals can help us discover information about how we’re doing. It takes effort and practice but well worth it.

I quite agree with you, Susan. We need to seek feedback and beyond the formal company feedback channels. 5 minute conversations can go much farther than structured feedback surveys if done properly. Plus teams may more inclined to be forthright where vulnerability and honesty is displayed by the seeker Seeking feedback after specific events is also important as this helps to identify areas of improvement or even strengths before they get colored by other memories