Feedback Coaching:Conversation Guide

Welcome and Introduction: Your Role as a Coach

During the discussion you are acting as a coach. It’s your role to help the participant think through their feedback in a positive way, to be the a sounding board, to prompt thinking by asking questions and help them navigate the report. Start by setting the scene:

Introduction: Open the conversation and set the scene
“The purpose of the session is to talk through your Development reports, discuss your views on the results, and identify the key areas that emerge as key strengths and development opportunities. We are aiming for you to have an understanding about how you can use the feedback you’ve got to really target your development and make your development efforts work well for you. It will be useful for us to align this information with what we both see as key strengths and opportunities that emerge on the job and how these profiles may highlight personal preferences that align to these. The development considerations, tips and resources outlined in the report are a starting point that we can expand on moving forward”.

Clarify: Ask open ended questions to seek responses from participants

Reaction to the report:

    • What was your initial response to your report; overall how did you find it?
    • What surprises were there? What feedback were you expecting to get?
    • What rang true?
    • What are your thoughts on how people rated you?
    • What are some of the strengths that people see in you?
    • How did the messages you received differ from your own view?
    • What are some of the key messages or themes you’ve identified?

Develop and Agree: Ask open ended questions to identify key actions and development plan

Some reflection questions to pose to the participant at this point: 

    • What are the key themes that emerge from this feedback?
    • Is this feedback consistent with feedback you have had before?
    • How does this align with what is required to achieve your business objectives?
    • What behaviours do you believe will be the most useful to develop?
    • Where will you get greatest impact from your development time? What do you want to focus on?
    • What are important strengths/opportunities for you to develop considering your current role and future career goals?
    • How does this fit with the perception you want others to have of you?
    • What do you want to be known for? What strengths do you want people to see in you?
    • What’s the smallest thing you can do that will make the biggest difference?

The following development guide is included in the report. Work through the participant’s responses to these reflection questions and aim to have completed the development planning section by the end of the conversation. Some people may find they require more time to think through their goals and come back to confirm final commitments in a subsequent conversation.

“Ask, given what we have discussed today, what are the 1 – 3 key behaviours or capabilities that you want to focus on in the short to medium term? Detail these in the development guide and be specific about the goal, the actions, and the timeframe for moving forward with these. There may also be some “quick wins” or actions that you can immediately implement now that they are front of mind in addition to the 2 or 3 key areas for focus.”

Finish by agreeing a timeframe to check back in on development progress and offering your commotment and support to their on-going development.

    • Will you have a development focused conversation once a month to review progress against goals? Ask what support they require from you to achieve their development goals?
    • What barriers do they see are standing in the way of them achieving these?