🧭 Introduction

Managing people isn't just about setting goals and tracking performance — it's about helping others grow. One of the most powerful tools at a manager’s disposal is effective feedback and coaching.

This training will help you:

• Understand the difference between coaching and feedback
• Learn when and how to use each
• Develop your feedback delivery skills
• Create a culture of trust, accountability, and continuous improvement
• Navigate tricky or emotional conversations with confidence and care

🧠 Section 1: Coaching vs. Feedback – What's the Difference?

CoachingFeedbackForward-lookingReflects on past or present behaviorAsks questions to guide self-discoveryShares observations, praise, or correctionOngoing developmental supportOften tied to a specific moment or behaviorPromotes ownership and learningReinforces or redirects behavior

Use both regularly. Coaching is about building people. Feedback ensures direction.

👥 Section 2: The Manager’s Role in Development

As a manager, you are:

• A mirror: Helping people see what they can’t on their own
• A guide: Providing structure, support, and stretch
• A translator: Connecting individual growth to team and business outcomes
• A barometer: Sensing team energy, dynamics, and morale

Your effectiveness depends less on authority and more on trust — built through consistent, respectful communication.

🔁 Section 3: Building a Feedback Culture

Feedback should be:

• Timely: Don’t wait for performance reviews
• Balanced: Praise what’s working and address what’s not
• Specific: Vague feedback doesn’t change behavior
• Actionable: Focus on what the employee can do differently
• Normal: The more it’s part of everyday work, the less threatening it feels

✏️ [Insert your organization’s feedback philosophy or model (e.g., Radical Candor, SBI, FAST, etc.)]

🛠 Section 4: Coaching Techniques

4.1 The GROW Model (Widely used coaching framework)

StepDescriptionExample QuestionGoalWhat does the employee want to achieve?"What’s your ideal outcome?"RealityWhat’s happening now?"What’s currently getting in the way?"OptionsWhat could they do?"What have you tried before?"WillWhat will they commit to next?"What’s your first step?"

Use coaching when:

• An employee wants to grow but needs support
• There’s a recurring challenge they haven’t solved yet
• You want to empower ownership, not prescribe solutions

💬 Section 5: Giving Constructive Feedback

Use the SBI Method (Situation–Behavior–Impact) to make feedback clear and objective.

Example:

“During yesterday’s client call (Situation), you interrupted the client twice (Behavior), which made it difficult for them to finish their questions (Impact). In the future, try waiting for a full pause before responding.”

Feedback Guidelines:

• Deliver in private (unless it’s recognition in a team setting)
• Focus on observable behavior, not personality
• Avoid generalizations (“always,” “never”)
• Ask for their perspective
• End with a next step or agreement

🎯 Section 6: Recognizing and Reinforcing Good Work

Praise is one of the most powerful motivators — especially when it’s:

• Public when appropriate (e.g., team shout-outs, all-hands)
• Specific: Say what they did and why it mattered
• Timely: Catch people in the act of doing something right
• Personal: Tailor recognition to the individual’s preferences

Example:

“The way you clarified our deliverables in that partner call made a real difference — it helped avoid scope creep and showed leadership. Thank you.”

🔍 Section 7: When Feedback Gets Hard

You may need to give feedback on:

• Missed deadlines
• Negative attitude or tone
• Poor collaboration
• Underperformance

Tips:

• Stay calm and objective — your tone matters
• Prepare in advance: write down key points
• Lead with empathy: “I’d like to talk through something I’ve noticed.”
• Stick to the facts, not interpretations
• Invite dialogue: “What’s your take on that?”

If emotions run high:

• Take a break if needed
• Follow up in writing or with HR if the issue is serious
• Document the conversation for clarity and accountability

📆 Section 8: Making It a Habit

1-on-1s

• Schedule them weekly or biweekly
• Use them to check in on goals, blockers, and development
• Ask open-ended questions: “What’s something you’ve learned recently?” “Where do you need support?”

Real-Time Feedback

• Give micro-feedback immediately (e.g., after meetings)
• Reinforce good habits quickly
• Normalize continuous improvement

Performance Reviews

• Use feedback as an input, not the only touchpoint
• Tie feedback to behaviors, results, and development plans

🧩 Section 9: Coaching Across Personality Types

Some employees may:

• Want direct feedback
• Need more encouragement before acting
• Get defensive if not prepared
• Prefer written follow-up

Adapt your approach by:

• Asking how they prefer to receive feedback
• Observing reactions over time
• Using behavior and communication style guides (e.g., DISC, MBTI if your company uses them)

✏️ [Link to manager toolkit, team development plans, or personality profiles if applicable]

📚 Section 10: Summary & Acknowledgment

Key Takeaways:

• Coaching builds confidence and autonomy
• Feedback should be timely, specific, and respectful
• Use frameworks like GROW and SBI to structure conversations
• Recognition is as important as correction
• Difficult feedback, delivered well, builds trust — not fear
• Coaching and feedback aren’t one-off events — they’re part of your daily leadership

✅ Acknowledgment

I confirm that I have reviewed and understood the Manager Essentials: Coaching & Feedback training. I understand my role in supporting employee development through timely, respectful, and actionable communication.

Signature: ____________________ Date: _____________