Motivational Feedback

&Coaching

Feedback & Coaching skills

Purpose:• Maximise alignment between a person’s

work and requirements• Conduct more productive work planning

and development conversations• Promote intrinsic motivation

Different types of feedback

• Relational feedbackThat’s great! I’m really pleased with your work!

(General positive comments, personal)• Observational feedback

I noticed that you are taking notes and providing a useful summary at the end of the meeting for the group.

(Specific concrete actions, no judgement)

Different types of feedback

Feedback which draws attention to a skill without making an overt judgement, without reporting on our feelings, turns out to most prompt intrinsic motivation.

Motivation

Intrinsic motivation – something is done because it is inherently interesting or enjoyable

Extrinsic motivation – something is done because it leads to some particular outcome

Observing what annoys you more than what pleases you…

The positivity/negativity ratio (P/N) positive feedback : negative feedback.

Typical high performance teams: P/N ratio of 5.6

Ie members of these teams offer nearly 6 times as many observations of things done well, against things that might be done differently

Positive reinforcement feedback

1. State precisely the goal, work expectation, standard, or desired behaviour.

2. Describe the observed behaviours / actions that relate to the expectation.

3. Explain why the behaviours / actions are important and how they impact.

4. Ask that the behaviours continue.5. Thank them for their contribution.

Redirective feedback

1. State precisely the goal, performance expectation, standard, or desired behaviour.

2. Describe the observed behaviours / actions that relate to the expectation.

3. Explain why the demonstrated behaviours are not effective and how this affects group goals.

4. Ask the employee for their views on the issue. They may have facts that you do not.

5. Ask what actions the employee will take to meet the expectation.

Symptoms of conflict

JudgingJudging …who you are

CharacterisingCharacterising …what you do

AttributingAttributing …motives to explain why you do

it

DictatingDictating …solutions to perceived problems

Fundamental attribution error

In explaining why people behave the way they do, we tend to place: too much emphasis on a person’s disposition; too little emphasis on their

situation.

Sources of difficulty at work

  WANT TO(Motivation)

ABLE TO(Capacity)

Self

Positive& negative

emotionI do/don’t want to do

the job

Skills, strengths & weaknessesI do/don’t have the

skill(s) to do the job

Sources of difficulty at work

  WANT TO(Motivation)

ABLE TO(Capacity)

Other

Praise & pressure

Others say things that

support/undermine

me

Help &hurdles

Others do things that

help/hinder me

Sources of difficulty at work

  WANT TO(Motivation)

ABLE TO(Capacity)

Things

Carrots & sticks

Systems of reward

encourage/discourage

me

Bridges &Barriers

Procedures &

equipment make my

job easier/hard

er

Attachment styles

Attachment styles

Attachment styles

Attachment styles

Attachment styles

The pessimistic explanatory style

A negative event is explained as”Permanent

“It will never change"Personal

“It's my fault" Pervasive

"I can't do anything correctly”

The capacity to work to address an unpleasant situation despite past experience correlates highly with an optimistic explanatory style:

“This situation is not personal, pervasive, or permanent.”