A Coaching Power Tool Created by Lisa Lam
(Leadership Coach, AUSTRALIA)
Introduction
This research paper is about the difference in the role of feedback in the workplace vs. in a coaching environment and its implications for the manager and the employee.
The premise of feedback is to provide a specific observation in order to encourage change or improvements.
Role of Feedback is to either reinforce or rectify a certain or specific behaviour.
Therefore the outcome of feedback is aimed to help an individual to improve his/her behaviour.
Without feedback, improvements or changes will be near impossible.
Feedback is the breakfast of champions– Ken Blanchard
What is feedback?
I think that it is easier to describe feedback in terms of what it is NOT. In the book Giving Feedback by Harvard Business School Press,
feedback is not a form of punishment and to keep in mind that feedback is not necessarily negative, not a one-way monologue, does not need to be a wrestling match, is not an opportunity for a personal attack and does not represent the only point of view. Harris, Jamie O. Giving Feedback (Harvard Business School Press)[1].
Hence, the purpose of feedback is to either reinforce or rectify an observed behaviour. In order for feedback to be effective in delivering on its purpose, feedback must be:
As you will observe by now, feedback in the workplace would consists of the above 4 elements and the 4th element of suggesting an alternative from the manager is one which is distinctly counter to the coaching philosophy in that the answer lies within the individual.
Therefore feedback in a coaching environment would only consist of the first three elements of being specific, significant and seeking to understand and allow the employee to explore his solution or action plan. How would that look like?
Manager: I have observed that you have been late for the meetings that we have together. As a result, we are pressed for time to complete the agenda of the meeting which impacts productivity. I would like to understand what is causing this.
Scenario One:
Employee: I have been running late as I have back to back meetings and as a result impact the subsequent meeting.
Manager: I suggest that you have better time management to prevent this from happening.
Scenario Two:
Employee: I have been running late as I have back to back meetings and as a result impact the subsequent meeting.
Manager: What do you think you can do to solve this challenge?
In the above examples, it highlights the difference between feedbacks that a manager would give vs. feedback that a manager-coach would provide. The difference is who has the solution and ownership to solve the challenge. Is it in the hands of manager to provide a solution or is it in the hands of the employee who understands the challenge and the potential solutions that would be more suitable for him? Which scenario would provide a sense of empowerment and ownership? Which scenario could potentially drive accountability for future actions?
What are the potential benefits for Managers to use the feedback model of coaching?
Let’s explore what are the potential benefits for a manager to practice coaching methods on his employees. Based on the example above, the first benefit is giving the employee the opportunity to own the challenge and the solution to the challenge. A sense of ownership is critical in ensuring that the employee takes up the challenge and is then committed to the solution that is derived as it is from him. It is always easier to follow through a commitment if the solution comes from oneself as oppose to “following” orders.
Secondly, this creates an environment of trust. Trust is an important factor that is the basis for any relationship especially in a work environment. Trust need to exist in order for collaborative work to take place effectively and productively as each team member needs to trust one another and its leader.
Thirdly, when a solution comes from the employee himself, there is a sense of accountability to follow it through. As the employee takes ownership of the challenge and the solution, he will also feel accountable to complete it and there is an accountability relationship that is established between the manager and the employee.
Fourthly, a culture of self-discovery and self-learning is established which will result in an environment of continuous learning and growth. As trust is developed and confidence is nurtured, there is a greater sense of “I can do this or I have the answer” attitude coupled by an environment of continuos improvement will only lead to greater growth.
When a manager starts coaching an employee, the ripple effect is that a new culture is formed. A culture that is open to feedback and open to taking ownership of a situation or challenge.
Under what situation is it appropriate for a manager to use coaching techniques?
I think that this method is appropriate for the following;
I think that this method may not be the best approach for:
What are the benefits for employees for a manager uses coaching techniques in their feedback?
What is preventing a manager from becoming a coach as well?
Nothing. A manager can today take up various coaching program and trainings that are being offered to be equipped with techniques to be a coach. A manager would need to change his/her perceptive on “being the solution provider” to “being a discoverer of solutions” with the employee.
As feedback is a communication component that every one possess, it is simply making little changes to incorporate an approach where the manager listens and asks for the employees to come up with ideas.
As an example, questions such as:
These questions can help open a dialogue during a feedback session. Therefore a feedback session is no longer a “one-way” communication flow but “two-way” communication flow.
Changes to the role of the manager.
The biggest shift in the role of the manager would therefore be in terms listening vs. telling.
The manager’s role is now more focused on listening to what the employee has to say as oppose to telling the employee what to do. This will require some adjustments to the management style as well as possibly some amount of uncomfortableness as managers might be expected to have all the answers or solutions.
This of course could not be further from the truth. In order to listen, the manager will need to be focus and have an open mind to hear what is being said. In turn, to then repeat or mirror back what was heard to get confirmation which will help the employee know that he/she was heard. Then is to be able to ask questions that will open up discussion towards a solution or ideas generated. To play this role effectively, a manager must be comfortable and confident with his/her position so as not to undermine the employee.
What can an employee do to encourage an open “coaching” feedback method?
I believe that the responsibilities for improvement lies with both the manager and the employee. Therefore, if the current culture is not one of feedback or not of open “coaching” feedback, the employee could initiate the discussion instead of waiting for the manager to.
As an example, if there is an issue that requires attention:
Employee: Hi “manager”, I have noticed that this marketing campaign is not getting the results that had hoped for. I would like to get your feedback and brainstorm over possible ideas or solutions.
In this situation, an employee is being proactive to get the conversation going.
The feedback session can now be focused on discussing possibilities vs. an instruction what you need to do scenario.
In summary:
A Truthful Evaluation of Yourself Gives Feedback for Growth and Success. – Brenda Johnson Padgitt
[1] Harris, Jamie O. Giving Feedback (Harvard Business School Press, 2006), 5.