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Feedback & Coaching
Transcript of Feedback & Coaching
Even the fastest man on earth needs feedback and coaching!
Feedback & Coaching
What is Coaching ?
Call Strategy (Ulysses Learning):
1. Acknowledge the customer (issue/emotion).
2. Gain control with an "I can" statement.
3. Transition to a probing statement.
4. Probe with situation, issue, and validation questions.
5. Provide a solution with options.
6. Gain acceptance.
7. Recap and provide next steps.
8. Ask, "Is there anything else?"
Coaching is an
between the coach and learner, whereby the coach
the learner to
What is Feedback?
provided to make an employee aware of the
on others, and is an essential part
Match feedback/coaching descriptions with appropriate technique
Identify techniques used correctly, incorrectly, or not at all
Match feedback/coaching scenarios to techniques accordingly
Demonstrate steps for providing feedback/coaching via action plan
Identify techniques to use in role play scenarios
Can increase self awareness
Focused on past behavior
Reactive to a situation
Usually one-way communication
Get receiver to act a certain way
Focused on data and information
Controlled by giver
Requires minimal training and skill
Something managers must do
Does not impact performance
Increases the likelihood of change
Focused on future behavior
Proactive to obtain a developmental goal
Only effective as two-way dialog
Goal is to get recipient to explore options
Focused on unlocking potential
Controlled by receiver
Requires training and specialized skills
Something direct reports must want
Can impact performance
"People who feel good about themselves produce good results."
1. Tell the employee that you are going to
to them about their
. Everyone does something well.
when you are providing praise (i.e. "You did a great job using an 'I can' statement in your opening.").
4. Tell the employee how their
them, you, their customers, their team, and the organization.
and allow the employee to
what you have said and give them time to
"Clearly the number one motivator of people is feedback on results."
1. After providing
, tell them you are going to give
2. Ask them
how they felt
about their performance -
is an effective tool for providing feedback and correcting behavior.
3. Identify additional
when you are correcting behavior (i.e. "You did not use an 'I can' statement in your opening.").
5. Ask the employee to
it is important to
correct the behavior
and confirm if accurate.
the behavior that was
(i.e. "An 'I can' statement is important to setting the proper tone with the customer.")
7. Offer the employee a chance to
(i.e. role play or demonstrate the steps to be taken while you observe).
employee is valuable
and that their
performance is of value
to you, their customers, the team, and the organization.
"80% of your really important results will come from 20% of your goals."
1. After providing
, correcting behavior, and
identifying missed opportunities
, you will
to devise a follow-up plan.
that will be reviewed at the end of the follow-up plan.
3. Manager and employee should discuss possible
(see Coaching Checklist).
4. Employee will
write their goals
for the follow-up plan and
5. Manager will
approve the follow-up plan
work with employee
as outlined in the plan (i.e. y-connects, remote monitoring, role play, etc.).
6. Manager will
the follow-up plan and
during 1-on-1 meetings for duration of the follow-up plan.
7. Manager will follow the steps for
throughout the duration of the follow-up plan.
8. At the end of the follow-up plan, manager and employee will
assess the behaviors
identified in the plan to
determine next steps
(i.e. additional time is needed, employee successfully completed plan).
What is Mentoring?
focuses on the
and the conversation transcends more broadly into the
general work life
. This means the interaction can be more
and more focused on
than on specific skills.
"Attitude is everything!"
How to Identify a Leader
Willingness to sacrifice
1. Welcome the call with enthusiasm.
2. Engage the member by focusing on their inquiry.
3. Connect by establishing rapport with members.
4. Analyze by asking questions and collecting data.
5. Resolve by presenting the member with an effective solution.
6. Execute the solution and recap to end call.
CMTM (CareFirst Metrics That Matter Questions):
1. Is this your first time calling about this issue/concern?
2. Did I resolve your issue/concern today?
3. Is there anything else I can assist you with today?