1) Describe the difference between criticism and coaching feedback. 2) Discuss the relationship between the performance formula and the coaching model.
1) Describe the difference between criticism and coaching feedback.
2) Discuss the relationship between the performance formula and the coaching model.
3) Define the five conflict management styles.
4) List the steps in the initiating conflict resolution model
“You are never on time. This is really irresponsible. Unless you get your act together, you will be gone from here.”
Some managers think this is effective performance coaching. But in reality, it is criticism, and not very constructive. It’s playing the blame game.
Employees at the end of such criticism aren’t highly motivated to change – rather they are more likely discouraged or disgruntled.
They will probably say they’ll improve just to get you off their back and out of their way. And they may improve for a short period of time but the problem will return. The better way is to discuss through coaching rather than through criticism.
Coaching is designed to improve performance whereas criticism is too often a means of unloading anger. Coaching can be tough talk about an issue; criticism too frequently is tough talk about the person. Coaching is a two-way performance discussion in search for solutions; while criticism is a one-way destructive performance discussion mainly to relieve the manager’s frustration.
Giving performance feedback effectively is a skill. And like all skills, it takes practice to build your confidence and improve. Here are 3 strategies and 25 tips on giving constructive feedback that will be heard and, most importantly, acted on to improve or enhance an employee’s performance.
Coaching needs to be regular, useful, timely and two way.
The purpose of coaching is to engage the employee to improve and to achieve higher levels of performance. You won’t accomplish that by being harsh, critical, or offensive. Therefore, make it a positive process and experience. Remember your role should be a coach, not a judge. Concentrate on shaping and motivating your employee’s behavior instead of grading it. The time for evaluation is during performance reviews not coaching sessions.