Elevating Feedback ™
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Providing feedback is a proven vehicle for better performance management, employee engagement, and employee commitment, all of which have a direct impact on organizational results. When delivered with skill, feedback is a powerful tool for organizations and employees.
Organizational leaders recognize the value of providing elevating feedback. Research shows that employees want to receive feedback. So, why is it the most avoided managerial behavior? Simply put, leaders lack the courage and skills to provide effective feedback to their colleagues.
Elevating Feedback is a half-day workshop that gives employees at all levels of the organization the skills to improve the feedback experience. Prior to the workshop, participants will take the Feedback Preferences Survey, designed to capture their propensity within several feedback dimensions.
Elevate Others With Feedback
Leaders who know how to give effective feedback elevate their colleague’s performance and engagement—and their own.
Effective feedback conversations improve the performance and engagement of others. The FUEL model makes this simple by using a proven conversation framework.
Feedback Preferences Assessment
This assessment measures your behavioral tendencies on several dimensions for giving and receiving feedback.
Reinforcing and Redirecting Feedback
Learn the best practices for providing meaningful reinforcing and redirecting feedback.
The Extraordinary Coach Workshop
Master a simple, flexible, yet powerful coaching framework
Effective coaches have a profound impact on individuals, teams, and organizations. All known drivers of productivity can be increased through improved coaching. In The Extraordinary Coach Workshop, you will develop the essential coaching skills that are required to be a great leader. In addition, you will learn what extraordinary coaches do well and how you can maximize your leadership impact and inspire others to perform at their peak. Stop simply giving advice and learn to enable others to come to better decisions on their own.
KEY LEARNINGS FROM THE EXTRAORDINARY COACH WORKSHOP:
- Design a Coaching Development Plan
- Use the FUEL framework to engage in effective and efficient coaching conversations
- Improve the performance, engagement, and capabilities of others
- Accelerate business outcomes
- Analyze your results from The Extraordinary Coach Attributes and Perspectives Assessment
- Practice and receive feedback around how to hold a coaching conversation
How Much Difference Does Coaching Really Make?
The performance of talent in our organizations is key to profitability and success. As the leading management thinker, Peter Drucker, observed,
A 10% increase of productivity would double the profits of most organizations.
Research from our database of 250,000 multi-rater feedback surveys shows this huge difference in results produced by the worst and the best coaches:
- 8 times higher levels of employee engagement and commitment!
- Over 3 times more willingness to “go the extra mile” for the team or organization.
- 2.5 times higher levels of “satisfaction with my involvement in decisions that affect my work.”
- More than double the number of employees who were inspired to “put forth a great deal of effort every day.”
- Twice as high ratings of supervisor effectiveness.
- Half as many employees thinking about quitting.
- Dramatically higher levels of customer service and satisfaction.
The Coaching Skills Gap
Organizational surveys show that most managers believe they are providing coaching to employees and score themselves high. However, most employees state they receive little coaching from their leaders and score their leaders low.
Leaders often fall into these common coaching traps:
- Trapped by reactive problem solving that puts out short-term fires and doesn’t build long-term personal, team, or organization capabilities.
- Jumping into coaching discussions with little planning and no framework to guide the conversation.
- Confusing giving advice/feedback with coaching.
- Perpetuating the Manager-Employee Dependence Cycle: Employee complains about what’s not working, hopes for solutions and advice from the manager, and expects him or her to own the issue. The manager listens to the problem, gives advice, and expects results from the employee.
- Climbing The Ladder of Inference way too quickly; rapidly stepping up from data/observations, to adding meaning, making assumptions, jumping to conclusions, adopting beliefs, and taking actions that often damages relationships and doesn’t deal with the root issue.
- Spending 85 – 90% of conversations with employees on project or status updates and very little time on coaching and developing. Employees want a 50/50 ratio.
- Confusing performance appraisal/management with performance coaching.
- When asked why they aren’t providing more coaching managers will typically say I am overwhelmed and don’t have enough time, my boss doesn’t coach me, or my employees don’t need coaching. Our research shows these are excuses coming from low performing leaders without coaching mindsets on wobbly foundations of weak coaching skills. Within the very same organization conditions and culture, working for the same senior leaders, with the same set of employees exceptional leaders provide extraordinary coaching – and deliver dramatically higher performance results than their lesser skilled peers.
Here are four of the main reasons many managers don’t develop their coaching skills:
- Avoiding potentially uncomfortable discussions.
- Insecure about the true value of his or her coaching.
- Misunderstanding the true nature of good coaching.
- Direct reports seldom ask for it.
Coaching Key Learnings
This powerful hands-on coaching development system is built around the practical and proven four step FUEL framework for highly effective coaching conversations.
Give employees renewed meaning in their work, strengthen team/organizational culture, increase teamwork, boost workplace health, heighten creativity, improve risk taking, and increase ownership.
- Boost on-the-job coaching skills for maximum impact on employee attraction/retention, engagement/commitment, productivity, and customer service.
- Understand the crucial differences between training, mentoring, and coaching.
- Learn the key attributes of great coaches, what they do that makes them so effective, and how they do it.
- Develop the coaching mindset and build the coaching skill set of extraordinary leader-coaches.
- Learn the key coaching skills that expand awareness, discover superior solutions, and make and implement better decisions.
- Learn how to probe below the surface problems, events, and issues for the meaning, emotion, and energy that form a bigger picture or pattern coming from even deeper underlying beliefs and assumptions.
- Observe highly effective coaching, practice, and get immediate feedback on the key elements of catalytic coaching conversations leading to peak performance.
- Find the right balance on the continuum of Laissez-Faire, Collaborative, and Autocratic leadership.
- Complete an on-line self-survey that measures coaching behavioral preferences to determine how well you currently engage in conversations with individuals you coach and support.
- Harness the power of coaching questions and a problem solving process leading to an effective action plan that’s highly supported and followed through with clear milestones and accountabilities.
The research and approaches used in this powerful coaching process are outlined in The Extraordinary Coach: How the Best Leaders Help Others Grow.
Who should attend
The Extraordinary Coach is designed for anyone who seeks increased employee engagement, improved productivity, and the insightful application of a best-in-class coaching framework. The Extraordinary Coach is being used extensively for individual leaders at all levels of an organization from senior executives to first-line supervisors, who coach others as part of their job responsibilities.