Session 2.4: Coaching, Feedback, and Delegation Skills Module 2: Managing Human Resources Leadership and Management Course for ZHRC Coordinators and HTI Principals, and ZHRC/HTI Management Teams

Learning Objectives By the end of the session, participants will be able to:  Describe how coaching can help to develop staff capacity and problem-solving skills.  Demonstrate giving effective feedback to staff.  Delegate tasks to staff in a clear and effective fashion. 2

A coach helps to…  Clarify tasks and desired outcomes  See a range of possibilities and approaches  Understand influence, impact, and responsibility  See the consequences of actions  NB: Coaching is a leadership tool to support others to successfully address challenges and produce results. 3

Effective Coaching  Build relationships of trust and support  Care about the person being coached Focus on their growth.  Support skill development, problem-solving  Ask questions to clarify a goal or challenge  Listen well.  Do not: Give solutions Judge and evaluate Blame, Criticize 4 Adapted from MSH, 2005.

Coaching Employees  You may not be able to use coaching techniques with every employee.  To be coached, a person has to: Want to learn and change Be open to feedback from others Take responsibility for their own actions 5 Adapted from MSH, 2005.

G-R-O-W-S Coaching Model Goal What do you want to have happen? What would success look like? Reality What is going on now? What factors favor success? What obstacles might be encountered? Options Given your goal and the current reality, what options could you try? What choices do you have? [Generate at least seven options!] Will Which of the options will you pursue? When? Support What support or encouragement will help you implement your decision? 6 Adapted from Whitmore, 1996

Activity: Coaching Practice  Work with a partner.  Describe a challenging situation from your work and personal life. (Think simple!)  Your partner will practice using the GROWS model to coach you.  Each partner will take a turn as coach. 7

What is feedback? The transmission of evaluative or corrective information about an action, event, or process. Merriam-Webster Dictionary Information provided to a performer during or after an activity that enables the performer to assess the success or failure of his or her performance. Feedback is regarded by many as the single most important factor in the acquisition of skills. Sports Science & Medicine, Oxford Press 8

Importance of Feedback  Helps to get results  Motivates employees  Improves skill  Solves problems  Fosters growth 9

Activity: Feedback Experiences  Feedback is powerful. Raise your hand if you have received feedback. Stand Up if you have received unhelpful feedback! Wave your hands in the air if you have received helpful feedback! 10

Types of Feedback 1.Positive Encouraging Good feelings 2.Constructive Focused on problem-solving 3.Negative Overly critical Hurt feelings 4.Punitive Blaming 11

Positive vs. Negative Feedback Negative comments outweigh positive comments. It takes 8 positive comments to undo the damage of 1 negative comment. 1 Positive Comment 1 Negative Comment 12

Giving Feedback: The ‘Sandwich’ Approach  Provide balanced feedback. Use positive statements and constructive statements.  Use the “Feedback Sandwich” 1.A positive observation 2.A constructive observation 3.Another positive observation & summary statement 13

Giving Effective Feedback  Be specific What did you like, specifically? Why did you like it?  Focus on behaviour/actions, not on the person What is the impact of their behaviour?  Be sincere, honest, and gentle.  Focus on solutions.  Use respectful statements.  Choose appropriate timing & location.  Check for understanding.  Be consistent 14

Activity: Giving Feedback  Practice your skills at giving positive and constructive feedback with a partner. Role Play 1: Tough Day, K.M.? Role Play 2: Great Day, J.D.! 15

What is delegation? 16 To commit or to entrust to another. - Free Dictionary Online To entrust a task or responsibility to another person, typically one who is less senior. - Oxford Dictionary

Why do we delegate work?  Manage workload  Tap into talent  Clarify responsibilities  Help people grow  Get the work done  Meet deadlines 17

I need you to do something. It’s a report on absences. Maybe a chart or spreadsheet or something would be good. Get on it right away. Thanks. I need you to estimate the amount of time the average employee is absent from work due to sick leave, holidays, and vacation. We need this to plan workload for the coming year. I need it at the end of next week. Are you able to fit this in with your other work? What obstacles do you see in getting this done? 18

Delegation Continuum (1)  Shows different levels of authority by manager and freedom for employee for an assignment. 19 Source:

Delegation Continuum (2) Levels of Delegation 1.Tell5. Check, then Do 2. Research6. Inform 3. Recommend7. Empower 4. Consult 20 Adapted from Tannenbaum & Schmidt, Freedom

Activity: Delegation Worksheet  Tell the Employee: Deliverable Deadline When to Check-In How much Authority  Ask the Employee: Any Obstacles? Resources Needed? Other Priorities? Time Availability?  Practice completing the delegation worksheet.  Trade with a partner for feedback. 21

Key Points  Coaching helps employees develop problem- solving skills.  Feedback is a powerful tool for supervisors to motivate staff, build employee capacity, and encourage high performance.  Effective feedback is specific, respectful, consistent, and solution-focused.  Effective delegation clearly communicates what is being requested, when it is needed by, and why. 22