Three of the key behaviors that a manager needs to focus on to have an engaged, successful team are Feedback, Development, and Coaching. These terms are used interchangeably often and it causes a lot of confusion. If you use the wrong term, it is not the end of the world. However, using them correctly and then exhibiting these behaviors will ensure greater success.
Feedback: The Mirror for Performance
Think of feedback as a mirror. It reflects what’s happening right now. Feedback is about giving your team members specific information about their behavior. It is about calling out the observable behavior, explaining the impact of the behavior, and making future suggestions. It can be positive or negative.
Feedback is immediate, specific, and often relates to tasks or behaviors that can be adjusted on the fly. It’s not just about pointing out what’s wrong; it’s also about celebrating what’s right. According to Gallup, employees who receive regular feedback are 3.6 times more likely to be engaged at work.
It also holds slightly less importance because feedback is optional in terms of the receiver. A manager can give an employee feedback, but the employee gets to decide if or how she will use it. NOTE: If you want to give feedback, but make it required, ensure you communicate it is an order, not feedback.
Development: Building the Bridge to Tomorrow
Development is about building the professional skills that an employee needs to succeed in a current or future role. It usually is longer term (more than one or two conversations) and is something the employee should want to do, although it should be required.
The key thing about development is that while it is a conversation between the employee and the manager, the manager’s only role is accountability and sharing advice or opinions. To get appropriate buy-in, the employee should determine what skill to develop (based on either current role or a desired future role) and how it will be done. The manager guides the employee through these conversations and helps the employee set specific tasks with deadlines. Then the manager is responsible for holding the employee accountable.
Beyond accountability, where the manager provides value is in sharing opinions and experiences. A manager may say “I know you want to be a manager some day, so learning to set expectations is a critical skill – you may want to focus on that in your development”. At the end of the day, what skill and how to do it is the employee’s decision.
Development is not a one-time event but an ongoing process. Did you know that companies that invest in employee development see 24% higher profit margins? That’s according to the American Society for Training and Development. Investing in your team’s growth pays off, literally.
Coaching
Coaching is the personal trainer for your team’s careers. It’s a one-on-one approach that helps individuals understand their strengths and how to use them effectively. A coach doesn’t just tell someone what to do; they ask questions, challenge assumptions, and guide the coachee to find their own solutions.
Coaching is about unlocking a person’s potential to maximize their performance. It’s tailored, personal, and focuses on the individual’s needs and aspirations. The International Coaching Federation reports that 70% of individuals who receive coaching benefit from improved work performance, relationships, and communication skills.
Putting It All Together
So, managers, here’s the deal:
Feedback is your day-to-day communication that keeps the team on track.
Development is your strategic investment in your team’s future capabilities.
Coaching is your personalized support to help each team member shine.
Each one plays a unique role in building a high-performing team. Use them wisely, and watch your team grow from strength to strength. And remember, the best teams are built on a foundation of clear communication, so keep those lines open!
Conclusion
There you have it! Feedback, development, and coaching are the trifecta of team success. Now go out there and lead like a pro! 🚀