LOGO for Workforce Enhancement Program  / Coaching, Evaluating and Delivering Constructive Feedback – Learning Series Use this checklist to plan for your next coaching conversation.  Remember to consider your employee, and how he or she best receives feedback before initiating the conversation.  A new checklist should be created for each conversation, and if a certain method or approach to providing feedback is ineffective, consider using a different method or approach in the next coaching conversation.

Coach (i.e., you) leading the conversation:

Employee(s) participating in the conversation:

Situation Overview:

What is the coaching opportunity (e.g., list specific developmental feedback to deliver, list specific motivational feedback to deliver)?

What are the desired outcomes (e.g., to correct specific inappropriate and/or ineffective behavior, to encourage specific appropriate and/or effective behavior) from addressing this opportunity?

What key facts (e.g., who is involved, what has happened, when did it happen) do you know about the situation?

List key motivational feedback points.  Remember motivational feedback is information provided to an employee about his or her performance with the intent of sustaining behavior that is appropriate and/or effective.

Conversation Plan:

List key developmental feedback points.  Remember development feedback is information provided to an employee about his or her performance with the intent of changing behavior that is inappropriate and/or ineffective).

Identify language (e.g., key words and phrases) to deliver key messages.  Be specific and use language like “acknowledge and appreciate your commitment to delivering your work on time” or “determine how to best enable you to deliver your work on time in the future.”

Consider how to open the conversation in a way that creates dialogue and connects with your employee.  Providing feedback may make you nervous or anxious, especially when delivering developmental feedback.  In a routine coaching conversation, it’s appropriate to acknowledge those feelings.  Open by saying, “I’m nervous about this conversation.  I need to provide you feedback, and I want to get the message right…”  This can help to put your employee at ease and remind him or her that coaching is important to you and you’re really working to get it right.  If you’re feeling at ease in the situation, consider by opening with the purpose of the meeting.  An appropriate opening could be, “Thanks for joining me.  Recently I’ve noticed some changes in your work.  I have a few feedback points I wanted to share with you to support your development.”