Feedback and Coaching
Overview
Feedback and coaching turn work into learning. Organizations that only evaluate annually miss the daily improvement loop that drives performance.
When to Use
- Manager skill development programs
- Building feedback culture
- Coaching frameworks for 1:1s
- Recovering from feedback-avoidant cultures
Core Practices
- Train specificity: behavior, impact, request
- Normalize both reinforcing and corrective feedback
- Use 1:1s for coaching, not only status
- Separate in-the-moment feedback from formal review where helpful
- Model feedback from senior leaders
- Measure manager quality via employee signals, not only training completion
Principles
- Vague feedback cannot be acted on
- Feedback delayed is feedback discounted
- Psychological safety determines whether feedback lands
- Coaching asks more questions than it gives answers — skillfully
Verification
- Managers have practical feedback tools/training
- 1:1 cadence expectations exist
- Employee surveys or pulses test feedback quality