Questions to Ask Before Providing Performance Feedback

• What are the indicators that performance is off course?

• What specific performance skills or behaviors are absent?

• What role have I played to help or hinder this individual's performance? What could I do differently now which could foster a different outcome?

• What organizational obstacles exist which may be impeding effective action? What actions am I prepared to take to remove or renegotiate organizational barriers to effective performance?

• Is my timing appropriate, all things considered? Is this person still in a learning mode and needing more time? Has the individual experienced a personal or career setback that has impacted his or her commitment or motivation?

• Am I willing to collaboratively search for solutions and be influenced by the individual's input?

• What are my personal and business standards in this situation?

• How do my standards align with this individual's standards?

• What opportunities or assistance am I prepared to offer which will facilitate the individual's taking more effective actions? Am I an effective role model for the desired actions and behaviors?

• What is my vision of this person's unique potential, and is the present situation related to insufficient challenge? If so, what am I prepared to do?

• What are the consequences for each of us for achieving or not achieving established performance goals?

• Am I able to communicate in an unconditionally constructive manner?

• Are there other team members whose insights or collaboration would accelerate the desired results?

• Am I fully invested in this individual's success?

How Leader Coaches Manage Their Stress

• View change as a challenge, not a loss or threat

• Have an abiding positive outlook for themselves and others

• Develop an agility and tolerance for ambiguity

• Search for the opportunities, not the obstacles, inherent in change

• Use language to create meaning and context for change

• Identify the things they can control in the process of change

• Refuse to get derailed by those who are pessimistic, resistant or discontent

• Refuse to take personally the tensions and conflicts brought about by change

• Have confidence in their ability to influence events and circumstances around them

• Take excellent care of themselves physically, emotionally and spiritually

• Debrief frequently, giving and receiving feedback important to managing both the risks and possibilities associated with change

• Ensure flexibility in approach by being willing to modify what isn’t working

• Have a community of people who are optimistic, passionate and oriented around possibility

• Continually renew their knowledge and skills

• Allow themselves and others the space to experiment with fresh approaches

• View setbacks as a natural part of risk taking and learning

How Leader Coaches Help Others Manage Stress

• Make themselves very accessible and increase their interactions with others

• Avoid secretive, exclusive discussions which increase fear and mistrust

• Help others envision possibilities and opportunities inherent in change

• Debrief frequently, addressing fears and concerns honestly and directly

• Involve others in establishing performance stretch goals and revised work plans

• Eliminate as much bureaucracy as possible to encourage and empower the most creative responses to change

• Always keep their promises

• Provide a model for others by taking excellent care of themselves physically, emotionally, and spiritually

• Use language to help others create meaning and context for change in the organization

• Celebrate small actions which move people and processes in the direction of desired change

• Consistently convey a positive and hopeful outlook

• Use examples and scenarios to help others experience change from their own perspective

• Provide for training and technology to help people acquire new skills needed in the changed environment

• Endorse setbacks as positive evidence that risk taking and learning are taking place