How can you give feedback that respects a coachee's autonomy?

Acknowledge Achievements: Recognize accomplishments to affirm the coachee's autonomy. Ask for Input: Seek their thoughts, fostering a collaborative and autonomous environment. Empower Decision-Making: Encourage self-reflection and independent choices to uphold autonomy in the coaching process.

Respecting a coachee's autonomy in feedback involves differentiating between feedback and advice and promoting self-reflection. Instead of giving direct advice, it is important to focus on describing observable behaviors and their consequences. Feedback should be presented as observations, allowing for interpretation and self-assessment. To further support autonomy, it is helpful to ask open-ended questions that prompt the coachee to consider how alternative behaviors could positively impact their goals. This approach encourages the coachee to actively engage in their own development by identifying and implementing changes based on their own insights, fostering a sense of ownership and autonomy in the coaching process.

The goal of feedback in executive coaching is to facilitate learning and improvement rather than to impose directives. By approaching feedback with sensitivity, respect, and a focus on collaboration, you can help empower the coachee to take ownership of their development journey. Focusing on specific, concrete behaviours (with examples to illustrate your points), and then working with the coachee to identify solutions that will work for them, will help to build positive, forward-looking and sustainable actions and behaviours. Any giving of feedback should be a positive experience.

Being an effective coach can mean being a mirror for the coachee. Reflecting back observations as non-judgmental statements is often extremely powerful in allowing the coachee to arrive at their own conclusions and helps avoid advice-giving.

Autonomy-supportive feedback balances the benefits of good feedback with the respect and freedom of the Coachee to accept the feedback or reject it. Before giving feedback it is important to acknowledge Coachee's strengths and appreciate the Coachees journey. Any feedback given in Coaching Conversation should seek Coachee's Permission. Feedback in Coaching conversation should not be directive or from perspective of positioning the Coach as a specialist or higher authority but to help bring awareness and support the coachee to think out of the box

Ele é muito importante não somente para s vida profissional mas para a vida pessoal, falando de vida profissional, o processo de feedback se faz presente para direcionar da melhor forma um recalculo de rota, ou seja melhorar o seu direcionamento enquanto profissional.

People want feedback to grow, develop, and improve themselves and there is enough amount of data supporting this. However, a lot of times while sharing feedback, people are quite attached to what they have to say believing it to be the absolute truth. Their entire efforts are directed towards making the coachee accept the feedback and sometimes getting quite frustrated, angry, dejected etc. when they don't and/or try to make a point around it. This is what takes away the autonomy of the coachee to make the most of that feedback by triggering a threat response in them impeding their acceptance, motivation, commitment etc.

Feedback often triggers our survival instincts and when you are in fight/flight/flee/freeze mode you are unable to absorb or process what's being offered. I often tell my client's at the start of an engagement that my stance as an executive coach is they are creative and resourceful and have the inner wisdom needed to make conscious choices and changes. My job is to be a mirror - to make observations without judgment (or attachment to the outcomes) about what I'm seeing, hearing, and sensing - and then invite my coachees to look intently into the mirror and decide what they want to do about what they're seeing and who they're being.

Además, del mismo modo que, en ocasiones, un niño aprende más dejándole que se caiga a pesar de nuestras advertencias, con los adultos ocurre lo mismo. Si el daño no es grave, a veces es mejor dejar a terceros errar que impedir que actúen a su modo. Desde la practica, se aprende mucho más que desde la teoría y las palabras.

As coaches, we don't solve problems, we believe our clients are whole, creative, and capable. Empowering them is key, where they retain autonomy. Autonomy-supportive feedback involves seeking permission, using open-ended questions, tying feedback to goals, highlighting strengths, and offering choices for a collaborative path to success!

To provide autonomy-supportive feedback, it must be based only on observed behavior rather than including interpretations for that behavior. The coachee could be invited to share their perspectives, reflections, clarifications etc. around that observable feedback. Further, there can be an inquiry about the learning and subsequent action(s) in light of those. The key here is that it is shared with a mindset of curiosity to explore what it evokes in the coachee and not with a judgmental mindset which can be sensed from the tone, body language, choice of words and many more such cues.

Implement a co-creation model where feedback sessions become collaborative discussions. Instead of a one-sided delivery, engage the coachee in setting the agenda for feedback discussions. It will respect their autonomy and allow them to prioritize areas they find most pertinent for their development. Most importantly, you will reinforce their active role in shaping their learning journey, promoting a sense of autonomy and self-direction.

1. Begin with Acknowledgment: Start by acknowledging the coachee's strengths and accomplishments. Recognizing their efforts establishes a positive tone and reinforces their autonomy by valuing their contributions. 2. Ask for Permission: Request permission before providing feedback. Seek the coachee's consent to share insights or observations. This sets the stage for a collaborative and respectful feedback exchange. 3. Frame Feedback as Observations: Present feedback as observations rather than judgments. Use neutral language to describe behaviors or patterns. This allows the coachee to interpret the feedback through their own lens and fosters autonomy in decision-making.

Estabelecer uma meta um objetivo “porque estou querendo dar este feedback a pessoa? É um viés meu ou de fato é um processo de aprendizagem?”

Feedforward transforms traditional feedback into a time machine; it propels individuals not into the history of their actions, but into a realm of future possibilities and untapped potential. It's like giving someone a sneak peek into a book they are yet to write, highlighting the chapters of success and growth they can author with their actions and choices.

Feedforward is a key cornerstone of the Stakeholder based Coaching espoused by Marshall Goldsmith the cofounder of MGSCC. He has continually urged leaders to replace feedback with feedforward. Instead of focusing on the rear view mirror & what has happened in the past keep your primary attention on the road ahead and what needs to change for the journey to be safe and successful. The traditional FEEDBACK focuses on evaluating on past actions and giving a finding. This challenges the Leaders autonomy and automatically creates a sense of negativity. FEEDFORWARD on the other hand focuses on potential opportunities and development means to achieve success and allows the Leader to maintain a level of autonomy which makes it easily acceptable.

Instead of commenting on actions and behavior from the past, feedforward provides comments for the improvement of an ongoing action or behaviour. We cannot change the past, but we can influence our future…!

"Feedback is a gift. Ideas are the currency of our next success. Let people see you value both feedback and ideas." - Jim Trinka and Les Wallace Feedforward is a positive-oriented approach to feedback that focuses on future development rather than past actions. It emphasizes providing suggestions and ideas for improvement, fostering a forward-looking mindset.

É uma forma de focar nos objetivos, exemplo, se eu quero ser promovido, eu preciso olhar o comportamento das pessoas no qual desejo me espelhar para que eu possa atingir o objetivo.

To give feedforward, focus on specific, actionable suggestions for improvement. Frame recommendations in a constructive manner, highlighting potential growth areas and encouraging coachee autonomy in implementing changes. By incorporating feedforward into coaching conversations, respecting autonomy, and fostering a positive growth mindset, coaches can contribute to meaningful and constructive developmental journeys for their coachees.

Make it SMARTER... S - Specific M - Measurable A - Achievable R - Relevant T - Time Bound E - Engaging: Aligning with Clients strengths, Motivators and Skills. R - Risky: Risk is Your Friend; Become Comfortable with Discomfort.

Because feedback looks to past behaviors and attempts to correct them and is often viewed and delivered in a negative condescending way. Feedforward is a much more innovative and positive way to provide individuals with feedforward. Most organizations are looking to grow their profits, yet they often forget it is the people that grow the profits so why not focus on growing your people. Good leadership requires trust and trust requires empathy. Feedback is counterintuitive to empathy where as feeedforward will better support the coachee in their growth and demonstrates best practices for what a leader should be implementing themselves.

Combining feedback and feedforward is a strategic approach to coaching that harmonizes insights from past performance with future growth opportunities. Begin by acknowledging the coachee's strengths, fostering a positive environment. Share specific constructive feedback on past actions and behaviors, then seamlessly transition into feedforward by discussing future-oriented goals and actionable steps for improvement. Collaboratively set SMART goals, provide ongoing support, and celebrate achievements to create a holistic coaching experience that not only addresses areas for development but also guides the coachee toward continuous learning and success.

Additionally, recognize the significance of ongoing communication and regular check-ins to ensure continuous improvement and alignment with long-term goals. Establish a structured schedule for follow-up discussions, ensuring regular touchpoints to assess progress, address concerns, and refine strategies. Consistent communication like this reinforces a collaborative approach, which helps to maintain a dynamic connection between you and the person you are coaching. Ultimately, this will contribute to sustained growth and alignment with their objectives.

1. Feedback Options: Present feedback as options rather than directives, giving the coachee the autonomy to choose the approach that resonates most with them. 2. Decision Empowerment: Emphasize that feedback is a tool for informed decision-making, empowering the coachee to autonomously decide the best course of action. 3. Future-Focused Reflection: Direct feedback towards future opportunities, enabling the coachee to autonomously plan and implement changes without feeling judged for past actions. 4. Self-Assessment Invitation: Invite self-assessment by asking the coachee to evaluate their performance first, respecting their autonomy in recognizing areas for improvement.

Feedforward, especially when done on a regular basis, can be a powerful tool in one's coaching toolbox. The recipient of the feedforward is less likely to take it "personally" and get upset since we're not focused on the past (e.g., "Your last speech was too fast" vs. "The next time you deliver a speech, let's have you try speaking a little more slowly and see what that feels like"). Since feedforward is a solutions-oriented approach, the recipient is that much more likely to listen and ingest the suggestion, and therefore that much more likely to apply it. If you doubt the power of feedforward, give it a try the next time you have to deliver so-called "constructive" criticism. Pay attention to how it lands with the recipient.

Un excellent outils de coaching pour apporter du feedback est d'utiliser la fenêtre de Johari. Celle-ci se compose de 4 zones qui sont : - Le moi public : ce que je laisse voir dans un contexte précis ; - Le moi inconnu : Ce qui se dit sur moi et que j'ignore ; - Le moi secret : Ce que je ne partage pas facilement ; - Le moi inconscient : Terrain vierge où tout est possible et que l'on ignore encore. L'objectif du coach lorsqu'il utilise cet outil va être de créer le climat de confiance nécessaire pour amener son coaché dans son moi secret et ensuite cheminer vers le moi inconscient afin de faire prendre conscience au coaché de ses ressources et de ses forces intérieures.