What boundaries should coaches follow when providing feedback?

Especially when personally coaching someone within a company context, things can get quite complex. A lot of companies have internal coaches where individuals can choose to work on any topic they desire, both work-related and beyond. However, these coaches may encounter topics that go beyond confidentiality and, in an organization, there are always more than just two stakeholders. As a coach in an organization, we must inform our clients about the limits of confidentiality, especially if they exist and if they cross any other internal rules of disclosure in the company. Confidentiality is never absolutely unlimited. Should a situation arise where the client might cause harm to themselves or others, intervention is always necessary.

Coaches should maintain a level of professionalism and emotional neutrality when providing feedback. It's essential to avoid becoming overly emotionally involved in the client's situation. This detachment allows coaches to offer objective, unbiased feedback that is more likely to be perceived as fair and helpful. Keeping a professional demeanor also sets a positive example and creates a respectful coaching environment. This approach ensures that the feedback process is focused on the client's development and is not influenced by the coach's personal emotions or reactions.

Vale aquela máxima: elogie em público e corrija no particular. O feedback deve sempre ser apresentado individualmente. Jamais deve-se cair na armadilha de fazer feedback coletivos, a menos que seja um comunicado para toda a equipe, do contrário sempre "one to one".

In providing feedback, coaches should adhere to these boundaries: Respect Confidentiality: Never disclose client information without explicit consent, unless legally required. Confidentiality fosters trust and openness. Appropriate Context and Setting: Ensure feedback is given in a private, secure environment to protect client privacy. Client-Centered Approach: Feedback should be tailored to the client’s specific needs and goals, avoiding generic or irrelevant advice. Professional Boundaries: Maintain a professional relationship, avoiding personal involvement or bias. Non-Judgmental Attitude: Offer feedback in a constructive, supportive manner, avoiding criticism or judgment.

In coaching, maintaining boundaries while providing feedback is vital. Coaching is client-driven, distinct from mentoring, consulting, or counseling. Coaches should refrain from unsolicited feedback, waiting for the client's request. However, if a coach believes certain feedback would be beneficial to the client, they should respectfully seek the client's permission. This balances client autonomy with the coach's expertise, fostering a collaborative, client-centered approach to personal growth.

A coach's main capacity should be empathy and the capacity to walk in the coachee's shoes. There are rules and theories of how things should be, but the reality of the coachee's situation could be different. Feedback should take everything into account. The feedback aims to help the coachee step by step to achieve the objectives. Feedback should be positive and encouraging and boost the coachee's self-esteem so he is encouraged to learn more.

Vá direto ao ponto, sem rodeios. Mas é fundamental que seja fornecido um feedback claro, focado em sem julgamentos sobre A ou B. Atente-se aos fatos, às consequências, e o mais importante: tenha sempre um plano de ação que deve ser implementado para evitar situações semelhantes no futuro.

Al dar opiniones, no indicaciones, es bueno usar analogías de la vida diaria. Con esto es fácil mostrar la manera en cómo avanzar o solucionar alguna diferencia. Hay que tomar en cuenta el estilo personal de cada cliente. No funciona el trabajo estandarizado. A un individuo le puede gustar una conversación frontal y a otro puede que sea totalmente contraproducente y se sienta atacada. Si el cliente se siente frustrado, investigar el por qué se siente así, porque si en la sesión, que es un laboratorio del comportamiento diario, pasa algo así, es probable que le suceda en otras situaciones y deje al cliente en desventaja. Poner atención a lo verbal y no verbal.

When providing feedback, coaches should maintain clear boundaries to foster a healthy coaching relationship. First and foremost, respect the client's autonomy by offering feedback as a collaborator rather than an authority figure. Ensure that feedback is relevant to the client's goals and aligns with the coaching agreement. Coaches should also be cautious about overstepping into personal or sensitive areas unless explicitly agreed upon. Finally, maintain professionalism by avoiding judgmental language and ensuring that feedback is delivered in a supportive and constructive manner.

Ao iniciar a conversa é preciso informar à pessoa que aquilo se trata de um feedback por conta de uma ocorrência, que pode ser positiva ou negativa, não importa, porém tenha a sensibilidade de avaliar o estado emocional de quem recebe o feedback, e caso perceba que a pessoa não está 100% centrada emocionalmente, adie a conversa um momento mais propício.

It's imperative that we, as Coaches, facilitate growth by partnering with clients to access their innate wisdom. Having said that, part of this process is to provide feedback around what we see. It in within this telling the client what we are noticing that we can also generate awareness. Asking for consent is essential in creating a condition whereby the client is open to that feedback. Then when the feedback is presented, it should be as an option to the client's current awareness..."Can I tell you what I'm noticing and then see how it lands for you?" or "Would you like to know what I'm seeing?".

Al dar un FB hay que pedir inmediatamente el FB del cliente. No es un monólogo, es el intercambio de ideas que generan una nueva visión de un hecho en particular. Si la conversación es fluida, no es necesario pedir permiso a cada rato. Resulta incómodo y corta la fluidez. Sí hay que pedir permiso en caso de hacer alguna pregunta que sea crítica y deba indagar en algún punto que sabemos el cliente se siente vulnerable. Puede ser algo del área privada como la familia, alguna enfermedad, por ejemplo. Para dar ejemplos, se pueden usar ejemplos que generen distención, como cuando los niños comienzan a caminar... para poder correr, tienen primero que pararse. Esto mismo pasa en una sesión, no se pueden saltar pasos del proceso.

In my experience as a coach over the last decade, this has been an area of purpose and growth for myself so that I can let go of my need to provide my thoughts on how I would approach a situation. As a coach, learning to ask permission from your clients before leaning in with your thoughts makes all the difference. Your client might not be ready to receive your feedback or feel it would be valuable to share depending on the situation. Learn to stop and pause before jumping in with your feedback or assumptions. Ask permission and ensure that it is received the way you are intending it so that it is impactful as well as valuable in the growth of your leaders.

In coaching, seeking consent and permission for feedback is crucial. It's about respecting the client's autonomy. Before diving into feedback, I always ask, "Are you open to hearing my thoughts on this?" This simple question shows I value their comfort and readiness to engage. It transforms feedback from a one-sided directive into a collaborative process. My approach is to empower, not impose. This respect for their boundaries builds trust and strengthens our coaching relationship. It's not just about what I have to say; it's about creating a respectful space where feedback is a shared journey towards growth. Consent isn't just courtesy; it's a fundamental aspect of empowering and ethical coaching.

The real impact of coaching is evident when you are able to challenge your client to reach new height and support them to overcome their challenges. Stay neutral and objective while sharing feedback to avoid personal biases and perceptions as a coach. Always seek permission from the client if you want to share any specific observation during the coaching session. When it is challenging, reground yourself as a coach to seek fresh perspective.

Pode ser que o feedback esteja ocorrendo por conta de um erro cometido pela pessoa, então o líder deve ter a sensatez de entender que ninguém erra porque quer. Informe sobre o ocorrido e a consequencias, e avalie o pode ter faltado à pessoa para que ela tenha cometido o erro. As vezes a falha pode ser culpa do lider que não treinou adequadamente seu time. Então ante de punir, assuma também a sua parcela de culpa e estabelaça um plano de ação para que o funcionário possa receber o treinamento adequado, evitando falhas futuras.

If we can remain unattached to the outcome - providing feedback simply on what we see - we stay in the land of non-judgment. It is the emotion that is attached to feedback that gets in the way of growth. When we attach emotions, the client feels criticized and often instinctively erects a barrier. Creating conditions whereby the individual feels seen, supported and is free to access their own thoughts and feelings is imperative.

Balancing challenge and support is key in coaching. My goal is to encourage growth while providing a supportive environment. I challenge my clients to step out of their comfort zones, but never without the assurance of my support. It's like guiding someone on a tightrope with a safety net below. This balance ensures clients feel confident to take risks and explore new perspectives. I ask questions that provoke thought without overwhelming, and offer feedback that's honest yet nurturing. This delicate equilibrium between pushing boundaries and offering a helping hand is where true growth happens. It's not just coaching; it's guiding with a blend of challenge and care.

Se foi elaborado um plano de ação para evitar falhas futuras, é fundamental que o líder monitore a evolução do funcionário. Não adianta apenas fazer o plano e cobrar o resultado. Acompanhe a pessoa e vá fornecendo feedbacks períodicos sobre como ela está se saindo, assim você poderá ajudá-la a se desenvolver mais rapidamente e corrijir a rota caso necessário.

The non -negotiable of any coaching is ethical standards. Coaches need to ensure that they respect the coaching contract, and their client and maintain confidentiality at all times. A coach is also likely to find information about their client from other sources( e.g group coaching, their supervisor/sponsor), the coach needs to respect the coaching boundaries and not bring any of this information as a perception bias into the coaching conversation. The coach needs to rely on the discoveries, client share and assessment outcomes to move the conversations forward.

Focus on Observable Behavior In providing feedback, my emphasis lies in focusing on observable behaviors and actions rather than making assumptions about a client's thoughts or intentions. It's crucial to anchor feedback in concrete examples, ensuring clarity and objectivity. By concentrating on what can be directly observed, the feedback becomes specific, actionable, and relevant to the client's performance or behavior. This approach fosters a transparent and constructive dialogue, allowing clients to understand and act upon the tangible aspects that contribute to their development.