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Providing FEEDBACK

Providing FEEDBACK. Gary Bloom(2005). Blended Coaching - skills and strategies to support principal development. Provide useful feedback that will fuel ongoing reflective practice.

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Providing FEEDBACK

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  1. ProvidingFEEDBACK Gary Bloom(2005). Blended Coaching- skills and strategies to support principal development

  2. Provide useful feedback that will fuel ongoing reflective practice • Effective feedback gives an individual or group clear, concise verbal and/or written data about event, patterns or conditions of behaviour or organizational culture for the purpose of improved performance. • Providing feedback is a process which includes observing an action or system and gathering information about it for the purpose of evaluation or corrections. • Patricia McLagan and Peter Krembs, authors of On the Level : Performance Communication That Works

  3. As a different observer, the coach is able to see what the coachee cannot. • Coaches often share observations by providing direct feedback. • Strong leaders are attuned to this informal feedback and use it to shape their practice. • The feedback a coach shares with a coachee is confidential and poses no threat to job security. • It is safe, it serves the coachee’ best interest and it all about improving practice.

  4. Feedback : basic steps • The coachee should share in determining the goal, type and purpose of the feedback. • Provide feedback that is aligned with coachee and school needs. • Effective feedback is grounded in data. • Comparing planned outcomes to actual outcomes. • Is more likely to be received positively when it delivered through acknowledgement of coachee’s areas of strength. • Pay attention to timing. • Positive feedback is important.

  5. Monitoring and FeedbackArnold,Jackie(2009) .Coach skills for leaders in the workplace; UK: How To Books Ltd • Monitoring need not to intrusive. • You may, for example, decide to set up a brief interview to find out how things are going, or simply have an email exchange to check on progress. • You should be aware of agreed actions and of any areas that require your input. • Giving your staff the opportunity to feed back to you at specific times will place the responsibility so to do firmly on them.

  6. When giving feedback, it is essential to support this with evidence and to use non-judgemental language, such as ‘ I noticed that…’, ‘ I realised that…’, and ‘ It seem to me that…’, • Naturally you should be truthful, and this involves being open and frank with people when necessary.

  7. The way in which feedback is handled is vital to your staff’s growth. People lose motivation if they are undervalued, so any small achievement needs to be recognised and commented on. • When bringing up development areas, avoid delivering them as a personel criticism but, instead, use clear constructive guidelines on how and what could be improved. • You should back up your comment with facts and possibly, with evidence from 360⁰ feedback or from observation from other colleagues.

  8. Giving effective feedback:some of the key skills • Checking the consequences of a person’s thoughts/feelings/actions • Exploring a person’s own understanding of their thoughts/feelings/actions • Reflecting the person’s own feelings and thoughts. • Noticing and reflecting behaviours. • Summarising the person’s views and feelings. • Expressing constructive ways of development and improvement.

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