Sometimes even if we give feedback, we deliver it in such a “sugar-coated way” that the coachee misses it altogether.
1) Clarity – Before you have the conversation get clear and specific on what you want to communicate.
2) Compassion – We often tie ourselves up in knots because we make giving the feedback about us rather than a behavior change that will serve the coachee. Compassion for the coachee helps us put ourselves in their shoes and have a more emotionally intelligent conversation. If giving the feedback is still a bit uncomfortable for you, experiment with being vulnerable and simply stating “I wish I was more practiced at giving feedback” creates an environment of greater trust and authenticity for the conversation. 3) Curiosity – Coaching conversations are more about listening and asking good questions than talking.
4) Confirmation – Feedback conversations are difficult because our own emotions are often caught up in them (both on the side of the coach and the coachee). 5) Commitment – The end result of any great coaching conversation is a clear commitment to results and a strengthened trust in the relationship. One last coaching question to ask if you’re looking to grow in your own ability to coach is to ask your coachee “How was this coaching conversation for you?
This article was written by Henna Inam, executive coach, speaker, and author of the book Wired for Authenticity. She works with women to help them realize their potential to be authentic, transformational leaders. My name is Gaurav and i work as an AM Training with an MNC corporation , Just wanted to say that these topics that you have written on are just amazing and i normally keep checking all that you write on.
Coaching feedback forms are important to help in improving a club’s performance by providing evaluation on the team’s coach.
The feedback form can be filled out either by parents, guardians, spectators, fans or team members. You can Download the Coaching Feedback Form Template form, customize it according to your needs and Print. Microsoft® and Microsoft Excel® and Microsoft Word® are registered trademarks of Microsoft Corporation.
U-COACHING® employs the behavioural model “Model of Freedom“, which enables us to draw up profiles of organizational and national cultures. This online tool assesses individuals’ perceptions of their organisation’s behaviour and values.
We take advantage of the benefits cultural diversities in international companies provide, in order to coach change management processes and enhance the organisation’s effectiveness. The vision of Co-Coaching℠ is to move beyond the simple skills that individual coaching can build, and approach life as a creative social endevour with your peers. Co-Coaching℠ helps you unlock the full potential of your life, to help you reach your goals -- both personal and professional. Some Co-Coaching℠ educational materials are only distributed for classes, workshops & seminars! For another client, the HR VP left the company, while leaders were not certain about their future needs. The third acting role was for a company that was conducting an active search for a new HR Vice President. A variety of surveys have been done, from employee engagement and satisfaction surveys, to surveys on stock options and incentive plans. The merger and acquisition best practice study answered the question about what other companies are doing around technical integration. In addition to the M&A best practices study on technical integration, work has been done in an HR capacity to add a 140 person company to a 200 person company. A major medical facility needed help in projecting its staffing needs for the coming five years.
Numerous HR audits have been conducted, and handbooks and manager’s guides have been written.

Sexual harassment training, interview skills training, and managing to company guidelines training has been conducted in numerous companies, always customized to exactly what the client needs. The client company was centralizing its benefits function into a call center from regional management.
This methodology was repeated in a small nonprofit foundation, and another nonprofit, resulting in strategic clarity and a detailed roadmap of what work needed to be done. A direct report of yours just gave a presentation to senior management.  The presentation went okay but frankly could have gone a lot better. A Corporate Executive Board survey suggests that firms whose culture encourages open communication outperform peers by more than 270% in terms of long-term (10 year) total shareholder return.
And specificity is hard when we’re giving feedback on “softer” behaviors like a person’s self-confidence or the way they dress. When we come from a place of curiosity rather than judgment or attachment to our own point of view, new insights can appear and solutions can be co-created that will help us capture stronger commitment (see below).
When emotions get involved it’s hard to really listen clearly (more on this in the blog post “Listen to how you Listen”. Am I reading that correctly?” Acknowledging emotion is a great way to have a more authentic conversation. These profiles manifest the reasoning underlying peoples’ actions and perceptions, as well as how they interpret events. We are able to classify patterns as rated manifestations of four specific cultural orientations – those of Action, Process, Task and Role within a given community. The Personal Cultural Profile (PCP) offers a self-evaluation, web-based tool used to determine the management style the subject prefers, in terms of decision-making, leadership, cooperation, communication and meetings. It measures cultural aspects that correspond to the four cultural orientations in the “Model of Freedom”, i.e. Each of us is made stronger through our interactions with another, especially if it is someone you can fully trust and open up to without judgement. During the six-month period in the acting role, significant streamlining of processes, and increased trust in HR was accomplished while conducting layoffs. While conducting the daily HR activities, managing the search and screening candidates was a priority. In addition, two major best practices studies were conducted, one on mergers and acquisitions, and one on manufacturing.
The outcome was a merger and acquisition handbook with step by step guides on processes to follow. A senior operations executive wanted to know what best practices existed in the area of operations, and what organizational structures supported and contributed to those best practices.
An assessment, including a 360 evaluation with interviews, was conducted resulting in a development plan. They were expanding their facilities, and said that they had an aging workforce problem, especially nurses.
Injury and Illness Prevention Plans have been written, and sexual harassment investigations have been conducted. We started with defining how many processes they had (over 80), narrowed down those that were most broken (10), and conducted Process Redesign Workshops to reengineer these processes.
The direct report knew her material but didn’t demonstrate self-confidence in her body language, didn’t dress appropriately, and didn’t think fast on her feet in addressing some of the questions.
Start with acknowledging what’s working well as it creates a positive environment where the employee can be more open to listening. Her corporate clients include Coca Cola, Novartis, J&J, and others who know female leadership talent is good for business.
Comparisons of different profiles improve our understanding of the various similarities and differences between styles of management, leadership and work.
This is achieved by quantifying major cultural components, such as individuality (the right to be different), roles adopted within team structures (obligations and duties within a community) and an individual’s attitudes towards authority and their culture’s incumbent political and social systems.

We believe that life should be a joyful happy experience, and that real transformation works best when we share our experiences with each other.
During that time, the company made an acquisition that was nearby.  In addition to managing all the HR functions in two local offices, work on the acquisition was done. In addition, participating companies contributed their integration checklists, which were consolidated to create a master checklist. Fifteen companies were examined, based on input from Operations experts at four major universities. By including regional representatives, and starting with a “straw” process, we were able to end up with processes that everyone could buy in to and implement. Or, we race through feedback like we’re going for a root canal, wanting to get it over with as quickly as possible, without any consideration for the pain or numbness of the person on the receiving end. On the other hand, you can be more specific by saying “your posture and the intonation of your sentences reflected that you didn’t have complete confidence in your own expertise”. Ideally, the talking happens in the form of questions that help the coachee discover the answers within themselves. The model thereby leverages cultural advantages, provides analyses of past experiences, explains current behaviour patterns – and can even offer predictions for the future behaviour of global team members and business leaders.
The values for each orientation are rated, while connecting these results in a diagram provides a meta-representation of a specific culture.
The company had not previously formulated nor documented any processes in its previous acquisitions, and its key executive was leaving the company. By taking their existing data from their HR database, and making basic assumptions about retirement, we were able to forecast the need to replace the entire workforce within that five year period.
Participants went from feeling that their jobs were in jeopardy to embracing the changes and realizing that there was more value-added work they could do.
You secretly wonder if she’s losing confidence in your judgment to have the direct report present in the first place.
This cultural profiling model is rooted firmly in the real world, long-term experiences of professionals working for global companies and other organizations. The “Model of Freedom” can render the culture and sub-cultures of an organisation transparent.
Feedback, particularly developmental feedback, is often hard to give, so most of us avoid giving it. It provides a reliable tool, that has been road-tested by over 5,000 managers during the last ten years.
It is a powerful tool, capable of facilitating cultural integration processes following a merger. Because turnover was the only factor under their control, we looked at turnover by reason, and by tenure of the person leaving. In addition to the benefits it offers to organisations and companies, the “Model of Freedom” also enables us to categorize the management styles prevalent in 52 countries.
It helps managers and coaches to come to terms with the ebb and flow of change during cultural transformations.
Some turnover was not avoidable (people moving, etc.) so we focused on what they could influence.
It can also successfully augment the cross-cultural skills of international management and project teams, significantly improving the efficacy of their leadership.

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