Feedback and Emotional Intelligence

The number one cause of poor work performance stems from disengagement and inter-personal conflict within the workplace and home. Leaders who are short on emotional intelligence tend to attract staff that are deficient in key emotional intelligence competencies such as self-awareness, self-management, and relationship management.

How do managers, supervisors and staff build emotional intelligence? By using the powerful tools of coaching one of ultimate potentialswhich is Feedback.

Knowing how to use Feedback as a tool has numerous benefits one of which is increasing organizational effectiveness.

Knowing how to give and receive Feedback is shown as one way leaders can develop their direct reports in the areas of personal and social competencies which go a long way to increasing individual and team performance.

By following the 6-Steps for Effective Feedback you can begin developing your team to truly function at their best:

  1. Prepare By Putting Together the Facts That Will:
  • Objectively allow the non-judgmental description of a coachee’s Specific behaviour
  • The impact of the behaviour
  • What changes you would like to see
  • Address the issue not the person

         2.   Seek Permission Before Giving Feedback.

  • Never just start telling a coachee what you think, feel or believe they should do. This becomes a criticism
  • Seeking permission lets the coachee know you respect them. This will be modeled back to you and the coachee’s peers

3.  Acknowledge Accomplishments Right Away And Manage Limiting Behaviours Within 24 To 72 Hours

4.  Focus On Specific Behaviours.

  • Focus on specific goals and outcomes as identified by the overall organizational goals
  • Remember the behaviour is the focus  not the person

5.  Make Feedback To Coachees A Part Of The Coaching Process, And Give It On An Ongoing Basis.

6.  Follow Up With The Coachee After The Initial Conversation.

  • Ensure your coachee identifies what action (s) they will take
  • Work with them to ensure they are properly equipped to achieve success
  • Agree to a follow-up period depending on urgency/gravity of the situation at hand

For each of the above 6-Steps for Effective Feedback, How will you use them? What difference do you believe this coaching approach will make in your place of work? Please write your comments below.

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12 Replies to “Feedback and Emotional Intelligence”

  1. 1. I will write down before hand what the issue to be address is. Just the facts.
    2. I will speak with the coachee and set up a mutually agreed time to review what happened.
    3. I will set the time to be at least 24 hours or more so that initial feelings do t get in the way of the situation.
    4. I will discusss specific behaviours to be addressed not the person itself so that personalities are involved. Non judgmental.
    5. I will speak to the coachee within the first day or so to make sure that the behaviour isn’t repeated.
    6.we will make a plan of action needs to be taken to achieve the desired change and set up a time to review how it’s going and touch base.
    Following these six steps will help the staff I am working with know what is expected to happen when something isn’t quite right. They will be able to prepare and they will have consistency in solving issues that arise. These steps will give me a guild line to follow so that I am following a plan and not missing cruicial steps.

    1. Well laid out Sharla!! I can assure you will find staff starting to change in a more positive direction. They will after a period of time start using this very same approach with their co-workers, parents etc. Great approach and recognition of the importance of attacking the issue not the person. Best!

  2. Before I meet with the coachee, I will determine what the behaviour is that is not okay. I will approach them and say I would like to discuss such incident would now be a good time. If I find myself or the person involved is too emotional from the incident I will wait probably until the next day to approach them. I will keep my focus on the behaviour, not the person and help coachees find ways to fix behaviour through questions. I will do more positive feedback to all coworkers on a regular basis and give corrective feedback on a regular basis. And, once an appropriate action plan has been made and agreed upon by myself and the coachee I will keep in touch frequently to ensure plan is going well, and give feedback to that.

    1. Nancy, great outline of how you will manage both corrective and progressive feedback! I especially find your point about being mindful of your and the person’s emotions before engaging in giving feedback. This is extremely helpful in actually being able to engage people to be a part of the change process. Good stuff!

  3. Here is a summary of the learning from the last session that I will continue to work on:
    1.Prepare ahead of time by gathering the facts
    2.Set up a time to meet, or ask if they have a moment to talk
    3.Praise and acknowledge what they have done well right away, make arrangements to address issues in a timely manner
    4.Create goals so that they can focus on specific behaviors to change or improve
    5. Give feedback regularly
    6.Follow up as needed

  4. 1. Before I set up a time to meet with the coachee I will have the issues I want to address prepared.
    2. I will ask the coachee when would be a good time to meet
    3. If I feel that emotions are to strong to discuss the issue I will wait and decide when will be the best time to discuss.
    4. I will make sure that my focus is on the behaviour not the person. As we talked about today I will be prepared with questions to help fix the behaviour.
    5. I will make sure that iam giving positive feedback as well as making sure the behaviour is not being repeated.
    6. Once we have set up an action plan to change the behaviour, I will keep intouch with the coachee to make sure everything is going as planned.
    I believe if we follow these steps it will help me as well as the coachee. I will be prepared using positive feedback, i will also have a guidline to follow . The coachee will also know what will happen when a situation like this happens, but they will also feel respected not critized becuase of the way the situation has been handled.

    1. Teresa, this is well documented! Process is so important- the reserach on organizational effectiveness points to 3 key things organizations need to do to increase value: Be clear on your purpose. 2. Be clear on your process. 3. Ensure your people know the purpose and the process. The above will help you achieve great effectiveness in leading your centre. Good on you!

  5. I will be following the same steps that the other people who have posted the way Sharla set it out is very concise and the steps that I need to follow closely are the asking for permission to give feedback and starting the process within 24-72 hours.

  6. Before I meet with the coachee I will make sure that I have jotted down the issues I wish to discuss. I will set up a time of mutual convenience with them at least one day on advance. I will be sure to praise and acknowledge which behaviours are good and be specific with what needs to improve. Together we will determine what needs to change and set a target date so that we can meet again to assess how things are going. Be sure to follow up so to ensure the behaviour is being addressed. Give feedback and ensure I follow up. Once all staff see there is consistency in regards to inappropriate behaviours I am hoping to reduce the amount of times similar things are happening.

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