How would you coach your coachee during a performance review meeting?
I was taught to observe the PRM, take factual notes, record the interaction and participation.
With this feedback, and effect it had on me, i plan a feedback talk with the coachee after the meeting.
This approach has following advantages:
- I have the time to overview the notes I made and compose the feedback talk (read: pick my battles).
- There is more time to give feedback.
- My coachee has the time to reflect on the meeting himself.
- I can give the feedback in a personal coaching moment instead of in front of all participants.
- I will never be in the position were I put the coachee for a block, which has advantges for both of us.
This time however, my coachee insisted that I would give feedback during the meeting and also interrupt the process when I found it was running not at it’s best.
So suddenly my mandate changed from coach to process intervener and I was about to be pushed out of my comfort zone.
The coach during the game
We use the analogy of the coach at a soccer game a lot, so let’s take a look at it.
The coach here doesn’t wait with giving feedback. He’s all involved during the game: coaching, intervening, supporting, …
Imagine the effect of coaching only after the facts: it would be far less effective.
But there stays use for coaching after the game too and that’s what we also see with soccer. The players and coach look at the video images of last match and see what went well and what could go better. They use this information to improve upon themselves to play a better match next time.
I guess there’s no silver bullet here too.
You can combine both types of coaching: during and after the game.
Make sure you get the mandate for coaching during the game.
The referee might kick you out.