This time of the year is heavy on feedback in our systems; summative evaluations, performance reviews, contract renewals; all bring levels of stress to the receiver as well as the giver. The vast majority of the feedback given is to people who are doing great work and good work – it’s so easy to say the words, “great or good work” and everyone is happy that it is over. But, we want more than happy, we want a staff that thrives on rigor and challenge, so as coach leaders it’s up to us to offer feedback conversations that provoke thinking and energize motivation. Coach Leaders embrace the growth mentality and believe the most powerful feedback is the opportunity for thinking about one’s performance – self-assessment and the assessment’s alignment with the goals, expectations and/or targets. Maybe it sounds like:

Leader: It’s great to have a few minutes to talk with you and lift up and celebrate the contributions you are making to our team. There are many things you have done this year and just one example was your leadership with our parent project this year. You demonstrated thoughtful planning and thoroughness for impact throughout the entire year. Your influence with the staff was energizing and motivating. Your work will influence positively our community relationships next year. We haven’t even gotten to your exemplary work with your students and their success. What feedback are you giving yourself about this year? A powerful conversation continues with paraphrasing and more reflective questions such as;

• What new skills were you aware that you were developing this year?
• What instructional strategies were added or polished or enhanced to impact your success with your students?
• What are you becoming more intentional about in your professional journey?
• What are you thinking would be something that we might reflect on together occasionally that would accelerate your accomplishments and growth?

This conversation offers the environment of continuous progress and powerful thinking. When leaders become the “chief thinking officer” the work supports and builds capacity in everyone. The same is true even when the work is maybe not so good, mediocre, and below standard. The thinking for the leader is more complex. The SCARF model is a very helpful thinking tool as the conversation is planned. It might sound like:

Leader: Thank you for our time today to reflect upon and consider options for your work on our staff. As you are very much aware, the first priority in our standards and expectations is growth for our students. In looking at the data, I know you must be very disappointed that the work you did to close the achievement gap with your students fell short. We have spoken multiple times during the year about three targets for you; engagement of your students, small group instruction and intervention, and collaborating with your team. You have been here for many years and it is apparent how very difficult it is for you to be having this conversation. So let’s put our heads together and create the next steps. Are you in – with me?

• What is the best way for us to talk about the gaps and requirements in a solution-focused way?
• What do you need from our conversation that will best support you to meet the requirements needed?
• What agreements are you willing to make that will demonstrate the commitment you have to our work here?

This conversation holds even the mediocre performance as a place of status and grace. It offers clarity about where a person is and where they must be, when. Even being uncomfortable the conversation is respectful and full of positive intent of the staff member’s desire to meet the demands of the position.
The principles that guide the “coach leader” in these stress filled conversations to the best possible outcome are the following:

• Feedback must be driven by standards or expectations of the performance or organization, not by personal opinion.
• Frequent specific feedback conversations lessen the stress and reduce surprises or emotional responses.
• Feedback conversations offer the opportunity to think about how to increase growth and build capacity.
• All feedback will evoke emotion of some kind, prepare thoughtfully.
• If the feedback is to intimidate, coerce, threaten, put down or prove someone wrong, don’t have the conversation. Have it with yourself first.
• The source of greatest growth for someone is the source of their greatest strength.

References: D. Rock, Quiet Leadership; D. Stone, Thanks for the Feedback, S.Scott, Fierce Leadership, M. Buckingham, Now, Discover Your Strengths.

By Kathryn Kee, PCC