Really interesting article in the current issue of the Harvard Business Review, on “The Feedback Fallacy — why feedback rarely does what it’s meant to”.
Thanks for the share, @davidhinchliffe
As coaches, I think we have all been there — “no, don’t do it like that”; “great, I like that!”
The article investigates why giving feedback based on our own definitions of “excellence” can be ineffective, or even damaging to the recipient.
And even gives an explanation, based in neuroscience, as to why affirmation can be more effective than praise.
The role of the coach is (should be) to draw excellence out, not to hammer it in!
There are a couple of quotes from the article that really should be pinned to every coaches’ home screen.
“If we continue to spend our time identifying failure as we see it and giving people feedback about how to avoid it, we’ll languish in the business of adequacy.“The Feedback Fallacy
Marcus Buckingham & Ashley Goodall
Harvard Business Review, March-April 2019
And who aspires to “adequacy”?