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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. Words: coach train lead and learn in a collage of 3d blocks for a learning corporate team theme.
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. You can use these free cliparts for your documents, web sites, art projects or presentations.Don't forget to link to this page for attribution! 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. 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. You secretly wonder if she’s losing confidence in your judgment to have the direct report present in the first place.
Feedback, particularly developmental feedback, is often hard to give, so most of us avoid giving it.



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