What are the best practices for collecting feedback from multiple sources to support coachee improvement?

For me, I end each call with a review back to me what you understood today and what they will accomplish before our next call. They have come to listen carefully.

I am a firm believer in the importance of feedback. It directly addresses what I call the intention-perception gap. What we intend to do is not always perceived by other in that way. Our colleagues, direct reports, cross functional partners and managers see things from a different perspective. Getting feedback from the to see how they are perceiving you what you are doing and how you are doing it will give you invaluable insight into what you need to continue doing , what you need to tweek and what you need to add to align you intentions with others perceptions

First ascertain the objective and determine what type of feedback you want . Is it evaluating the performance, knowledge, skills, or behaviour. Or is it application to make the participants ready and receive. Or it can be to find out the gaps and design the required coaching process. We can either have written or oral feedback. We can get formal or informal feedback. We can have objective and descriptive feedback. We can ask to self assess, or peer assess or an evaluative assessment from the supervisor or manager. Some of these can be formative and summative. Try getting feedback from both ways like managers to employees and employees to managers to get a comprehensive understanding.

As an Executive Health coach we rely on both subjective and objective data to drive higher health and performance. 1) How is the client feeling on daily, weekly or monthly basis. 2) What does the data from wearable tech say about their health status overall. But also what does the client think has went well this week and where could it improve. We cannot rely on one form of data for feedback if our goal is to coach the individual to the best of our ability. It all matters.

Involving the coachee is crucial when asking for feedback. - What do they want to know about themselves? - Who should they ask for feedback? - How do they want to capture the information? There are plenty of assessments to capture information, but it can be done easily with an online form. I suggest that they get a well-rounded view of themselves by asking both professional and personal contacts for feedback. It helps to identify: -themes (strengths/opportunities) -gaps in how they show up - behaviors valued or not valued by both groups Once we have it then we "explore" the feedback to minimize defensiveness. It is simply new information to decide what to action or ignore, provides insights to move forward and many aha moments.

We set the coaching goals based on multiple stakeholder feedback collected. Then we identify measures that will align with the actions and also be good markers. The real success of coaching is only when stakeholders can feel the change. Thus another round of feedback from stakeholders can help in measuring and documenting the shift. This is also important to measure the ROI of the engagement.

Incorporating gamification into feedback processes can positively impact engagement and motivation, particularly for tasks that may seem less exciting. However, to ensure its effectiveness, it's essential to thoughtfully design it with the goals and preferences of both the coachee and feedback providers to benefit all parties involved.