How to Coach Yourself and Others Techniques For Coaching | Page 60

to the learning environment and be desired by employees
and volunteers.
6. Consider the timing of feedback.
Do not wait too long to discuss observations with staff or
volunteers. Given in useable amounts and in a timely
manner, it is much more effective than allowing things to
build up. A person may even feel you that you were holding
things over him/her, if you withhold information about
behavior that you feel needs to be changed.
7. Make sure feedback takes into account the needs of
both the receiver and the giver.
Feedback can be destructive when it serves only one’s own
needs and fails to consider the needs of the person on the
receiving end. If an employee or volunteer is struggling, and
there are many points that could be discussed, select some
positive points and one or two behaviors to work on first.
Then, as performance improves, give feedback on other
areas to improve.
8. Plan your feedback.
Plan what to say, and in what order. Think before you
talk. As you give feedback on a regular basis it will become
easier to balance your comments, and provide feedback that
can be acted upon.
9. Own your feedback.
Use “I” statements, so that the receiver understands that it is
your opinion. Example: “Your posture of standing with your
hands on your hips was very authoritarian as you talked

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