Now Innovate!
Online feedback instruments are useful when used purposefully, when participants succeed in coming up with clear intentions and contract with people to provide them with ongoing feedback as part of that process. We encourage coachees to build relationships during the feedback process and to leverage those relationships moving forward, so they have access to regular ongoing feedback in their attempts to address complex issues. But online feedback is not the only form of feedback available to you.
Some coaches are familiar with feedback-by-interview, a process in which the coach personally interviews stakeholders before summarizing findings to the coachee without breaching confidentiality. A key benefit of this process is that the coach can help the coachee to really understand the underlying intent of those giving feedback. More impactful still is three-way feedback-by-interview, in which the coach prepares feedback givers to provide the coachee with feedback direct, with the coach present to facilitate. This is a process that requires some setting up, but is the most effective of all in establishing ongoing feedback channels – so crucial for today’s leaders.
Whatever approach you decide to use, we recommend you make time to reflect and learn, continuing to refine your programs so they work best for those working in your organisation.
Key points
Leaders working in an ever-changing complex system need a constant, ceaseless, regular flow of feedback if they are to be most effective.
Systemic coaches know that feedback is never objective.
If you really want your program to fly, then consider briefing at least three stakeholder groups.
We recommend coach and coachee have at least three sessions together.
More impactful still is three-way feedback-by- interview, in which the coach prepares feedback givers to provide the coachee with feedback direct, with the coach present to facilitate.
________
Reference
Lawrence, P. (2015) A best practice model for the effective deployment of 360° feedback, Development and Learning in Organizations: An International Journal, 29(6), pp. 13-16
Download Article 1K Club
