coaching and feedback for lmd - university of wisconsin
TRANSCRIPT
Coaching and Feedback in the Performance Management
Process Jessica MoehrTraining Coordinator, OHRD
Our Agenda• Review best practices in performance
management
• Differentiate between and define Coaching and Feedback
• Outline steps for a successful coaching and/or feedback sessions
• Practice coaching and feedback scenarios
Performance Management• Nothing on the performance review should be a surprise to
the person being evaluated.
• Effective performance reviews capture a summary of ongoing conversations throughout the previous evaluation period.
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Coaching vs. Feedback
Coaching is bringing a person from where they currently are to where they want to (or should) be
• Focused on future behavior• Developmental• Inquiry oriented• Used to help good performers
move in the direction most appropriate for them
Feedback is a conversation that calls attention to a problem or a potential problem in the spirit of mutual respect and learning
• Focused on past behavior• Evaluative• “Telling” or “Advice” oriented• Used to help poor performers
move in a prescribed direction
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Timing of Performance Conversations
Per
form
ance
TimeLow
High
Average/ MidpointPerformance
Performance Discussion
Coaching
Provide Feedback
Components of Coaching.
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Source: Emerson, B. and Loehr, A. A Manager’s Guide to Coaching. 2008
5 Steps for Constructive Feedback1. Point to a common goal; convey your positive
intent.2. Describe specifically what you have observed.3. State the impact of the behavior or action.4. Ask the other person to respond.5. Focus the discussion on solutions.
Source: AchieveGlobal – Giving Constructive Feedback
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Office Space, 1999, Twentieth Century Fox Film Corporation
Scenario 1One of your peers has been busy with the department project that is about to be implemented. She is working long hours to get it done, but in the process, has failed to let you in on some key initiatives. You’ve missed deadlines because you didn’t know what the progress was on the project.
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Coaching or Feedback?
Scenario 2You are thrilled to have recently received a promotion to another department. You were ready for a new challenge, but think you may have gotten yourself into a job that you aren’t actually ready or qualified for and your confidence is low. Everything is so new – your coworkers, your boss, your expectations, and even the work itself. You’re second-guessing your decision to take this job.
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Coaching or Feedback?
Scenario 3One of your colleagues was tasked with writing up the new processing guidelines. She has been working on it for two weeks and gives you the draft the day before it’s due. It is not well written and needs to go out to the rest of the staff tomorrow.
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Coaching or Feedback?
Scenario 4You have recently noticed that a colleague seems to micromanage everything you do. She wants to be copied in on all your email correspondence, regardless of how minor. She is very particular about how you get your work done and it’s forced you to really change your habits. You like the job, just not the conditions.
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Coaching or Feedback?
Scenario 5Three months after accepting a new role, you are having difficulties establishing authority on your team. Many see you as more of a peer than the team leader you are. You want to establish your authority, but don’t want to alienate the team.
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Coaching or Feedback?
THANK YOU for your time!
Jessica Moehr, Training CoordinatorOffice of Human Resource [email protected]
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Any Final Questions?