Channel Eye has joined forces with Royston Guest, leading Business Growth Coach and CEO/Founder of Pathways Global, in our column, ‘Ask the Business Coach’
Time and distance travelled compound the effects of error, so there should be no waiting around when giving feedback; frequency and timing are essential. Giving feedback often falls to the wayside until a big event (positive or negative) happens, which usually triggers a feedback conversation.
Three key takeaways
- Individuals are thirsty to know how they are performing.
- Feedback should include both inspirational and developmental feedback.
- Feedback should be based on fact, not fiction or emotion.
Episode timestamps
- [0.59] Individuals want to know how they are performing, but leaders and managers find it challenging to give feedback on performance, especially constructive or developmental feedback.
- [1.15] Sport is based on the performance culture with live, in-the-moment inspirational and developmental feedback. Inspirational feedback builds confidence and reinforces what people are doing and what you want to continue replicating. Developmental feedback is about how you help people grow to their full potential.
- [2.04] Inspirational feedback should be given in public in front of colleagues and team members, and developmental feedback should be delivered in pirate.
- [2.58] Avoid falling into the trap of saying, ‘I’ll pick that up later.’ Later never comes, the opportunity is missed, and the feedback doesn’t have the same impact as live-in-the-moment.
- [3.30] Its important feedback is given candidly based on facts, not emotions.
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