Libby has over 25 years of experience in education, training, and business consultation, both in the higher education realm and in all verticals of the business sector. Every time a manager provides feedback to an individual after a task has been completed there is an opportunity to help that individual perform better next time. The need for coaching may arise from formal or informal performance reviews but opportunities for coaching will emerge during normal day-to-day activities. With those factors in mind, the traditional review structure for giving feedback to employees causes more harm than good. Feedback stems from judgmental needs. BizLibrary is a leading provider of online learning for growing organizations. Learn more in-depth strategies for helping your managers become effective coaches with this free ebook: Microaggressions: What Are They and How Can I Avoid Using Them? When times are tough, learning doesn't have to be. Our award-winning microlearning video library engages employees of all levels, and our learning technology platform is a progressive catalyst for achievement. Giving feedback is a crucial part of any open, honest working relationship. Individuals should be given guidance on what they should be learning and feedback on how they are doing and, because learning is an active not a passive process, they should be actively involved with their coach who should be constructive, building on strengths and experience. Feedback is a powerful mechanism that supports the annual performance cycle. Consistent coaching and employee feedback, followed by the application of realizations and epiphanies, are what made the difference in our employee’s performance. They should be aware that their present level of knowledge or skill or their behavior needs to be improved if they are going to perform their work to their own and to others’ satisfaction. Every time a manager delegates a new task to someone, a coaching opportunity is created to help the individual learn any new skills or techniques needed to get the job done. The manager began the coaching process by asking, “What positive things do you notice about your calls? Controlled delegation – ensuring that individuals not only know what is expected of them but also understand what they need to know and be able to do to complete the task satisfactorily. Coaching stems from developmental needs.

Feedback is about helping employees understand what prevents them from reaching their current goals. We hope you enjoy this 1-minute preview. Feedback is a powerful mechanism that supports the annual performance cycle. A client-facing, new business development employee was astute at reaching decision makers by telephone, but was struggling with setting appointments for our account executives to hold initial conversations, which is a key metric of his position. These invitations to share more information could be, “Tell me more about…” or “Help me understand your thought process.”. If the employee worked for a company still prescribing a traditional performance review model, his poor performance metrics may have gone unchecked until review time.

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