Giving feedback can be easy - and challenging. Maybe you find yourself in a situation where you must address a team member's performance or behaviour with a "quiet word." However, what begins as an informal conversation can quickly escalate. The entire message could go wrong if we don’t hit it correctly. Strong words are exchanged, accusations are made, and there's a risk of significantly straining the relationship. To overcome this, there are many ways. Executive coach and author Anna Carroll developed the COIN Conversation Model, which can also be used with the COILED Model. It is a simple framework that you can use to plan and structure feedback in a non-confrontational way. COIN stands for Connect, Observation, Impact, and Next Steps. Give feedback from your point of view - speaking from the I. Use "I" statements, such as, "I heard that”, "I understand that”, or "I noticed that “, etc. This way, you emphasise your view of the issue and avoid making snap judgments or accusations. For example, you could say, "I don't understand what you've done here," rather than, "You've done this wrong”. By taking the person along with your feedback, ensure they remain connected. If that’s not the case, open up and combine it with the COILED model by Listening, establishing and defining. Any Feedback frameworks are for the sake of better understanding. As you emphasise your way of giving it, don’t forget the heart and the mind of the person listening. The change might only come from the listener, but how you present it will accelerate or slow down the change.
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