Many managers are too focused on what their people are NOT doing or what is NOT working instead of what IS working.

Because of this, they don't reinforce the positive behavior they want their team to continue engaging in.

How to Deliver Feedback After Observation

Instead of telling an employee what he or she did wrong, ask them the following questions after you observe them delivering a presentation, making a call in to a client or making a cold call in an attempt to find new qualified prospects:

1. Okay, tell me how you think you handled that call. What did you observe?

2. How did it feel delivering this presentation? What did you sense from your prospects/clients/audience you were delivering to?

3. What did you do well?

4. Where do you feel you got stuck?

5. What could you have done differently?

6. What do you need to improve or change in order to ensure your success the next time?

7. Was there anything you feel was stepped over or needed to be addressed that was not?

8. (When presenting with a team.) What else did you notice amongst your team? Any other observations that would help the team improve when presenting? (What they did well, what they need to improve and be mindful of the next time.)

9. What is your action plan/strategy you need to put in place moving forward so that you can consistently achieve the results you want?

10. What's the lesson here? What did you learn from this?

These questions will enable you to effectively facilitate an observation session and deliver constructive, positive feedback. By uncovering what they have observed in themselves before you share your feedback, you now know what they already know. This allows you to focus on filling in the gaps of what they missed (which may have been outside of their line of vision).

What About Your Star Performers?

Many managers struggle with ways to add value to them. Consider this. Is Hank Haney a better golfer than Tiger Woods, the number one golfer in the world? No, what Hank is great at is observation.

When you know what you're looking for (core competencies) and have a process to facilitate observation (questions), you don't have to be better than your top performers. You just need to be better at observing the things that they cannot see on their own when they're caught up in the middle of the game.

What you will find is that people will be more open to critiquing themselves and collaborating on how they can improve because they are responding to solution-driven questions rather than being asked problem-focused questions that put them on the defensive. Further, you'll be able to more accurately uncover the gaps in their thinking, behavior or strategy in order to provide them with the prescriptive guidance and a more specific solution they need to fill the chasm.

About the Author

Keith Rosen is the preferred, authentic coach that top executives and sales professionals in many of the world's leading companies call first. As a prominent, engaging speaker, Master Coach and well-known author of many books and articles, Keith is one of the foremost authorities on assisting people in achieving positive, measurable change in their attitude, in their behavior and in their results. For his work as a pioneer in the coaching profession, Inc. magazine and Fast Company named Keith one of the five most respected and influential executive coaches in the country.

To speak with Keith about personalized, one to one or team coaching or training or to receive his free ezine, call (888) 262-2450, e-mail info(at)ProfitBuilders.com or visit http://www.ProfitBuilders.com.

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