Lesson 5: Coach for performance (5.3)
Feedback vs. coaching
As Ramesh explained, the difference between feedback and coaching is that:
• Feedback is typically a one-time activity targeted at a specific event. As you learned in the last lesson, the giver of feedback asks for permission, shares an observation, states the impact, pauses, and explains what he needs before starting a solution-focused dialogue. This is a focused conversation with a very specific agenda.
• In contrast, coaching is a longer-term process.
Here's an example:
Imagine the relationship between a pro golfer and his or her coach. They have a long-term relationship. Over time, the coach observes many details about the golfer’s performance—in fact, it’s his job to do so.
A typical coaching event might occur as follows: the coach observes that when the golfer tees off at certain times of day, the position of the sun impacts his swing. The coach shares this observation.
He asks the golfer questions about whether and how his swing feels at this time of day. He listens to the golfer’s answers, and the two of them brainstorm approaches to make the golfer’s swing consistent throughout the day.
At the end of the coaching session, the coach and the golfer choose two action experiments. In one, the golfer changes his stance in the early morning hours. In the other, he turns his body to a different angle from the sun. One experiment has a small impact on the golfer’s performance.
The coach and the golfer note the change, and proceed from there, with more observation, listening, questioning, and experimentation.
Despite their differences in focus, feedback and coaching come from the same place. Great managers come to these conversations with the intention to help.
Click the forward arrow to hear more from Ramesh Srinivasan and Kirstan Marnane on the intentions of great coaches.
Lesson 5: Module 2 of 24
How coaching supports team effectiveness
Lesson 5: Module 4 of 24
The intention of a great coach
You have completed 6% of Lesson 5:
• Module 1: Welcome
• Module 2: How coaching supports team effectiveness
• Module 3: Feedback vs. coaching
• Module 4: The intention of a great coach
• Module 5: The coaching process: GROW
• Module 6: The keys to coaching: listening, questioning, and observations
• Module 7: So, what else?
• Module 8: Your analysis: So, what else?
• Module 9: Expert analysis: So, what else?
• Module 10: Coaching questions
• Module 11: What are good coaching questions?
• Module 12: Action experiments
• Module 13: What’s a good action experiment?
• Module 14: I know you’ll turn this around
• Module 15: Your analysis: I know you’ll turn this around
• Module 16: Expert analysis: I know you’ll turn this around
• Module 17: What do you think is going on?
• Module 18: Expert analysis: What do you think is going on?
• Module 19: Coaching with GROW
• Module 20: Three-minute coaching
• Module 21: Coaching versus mentoring
• Module 22: The role of mentors
• Module 23: Reflection: how do I coach my own team?
• Module 24: Next steps
© 2016 McKinsey & Company