Leadership Coaching Plan: Feedback Strategies for Leaders Report

This report delves into the essential elements of a leadership coaching plan, emphasizing the strategies needed to provide constructive and balanced feedback to leaders within an organization. It explores the significance of timely feedback in enhancing organizational performance and employee decision-making. The report outlines effective methods for formulating helpful feedback, including the importance of immediate and specific communication. It also addresses strategies for navigating the emotional impact of feedback, such as maintaining composure and understanding employee patterns. Furthermore, the report examines how to frame feedback to avoid defensiveness, offering techniques for managing potentially negative reactions from leaders. It underscores the value of creating a shared intent and provides guidance on handling various emotional responses during feedback sessions. The report references key sources to support its analysis, providing a comprehensive guide to leadership coaching.

Running Head: Leadership Coaching Plan 1
Leadership Coaching Plan
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Introduction
A leadership coaching plan is a framework that allows one the aid to teach team leaders
and the entire management on any impending changes within the business scope. Such coaching
offers the tools needed by leaders in coaching their staff in order to make certain company
changes effective. This paper discusses the stratagems crucial in providing balanced and helpful
feedback to leaders.
goals for providing feedback to the leader
While providing feedback to leaders of a certain organization, one ought to consider the
scope of the feedback being given as well as the type of the company. Feedback did timely
stands as an imperative element of success in organizational performance goals. Also, when the
provided feedback gets to the employees, they have been observed to improve their overall
performance as the employees get triggered on their abilities to make better and sound decisions
while working as well as in their daily routines (Bezuijen et al, 2010).
How to formulate helpful feedback
The means of delivering effective and actionable feedback is quite imperative for any
leader. The originator of Leadership IQ Mark Murphy argues that giving employees good
feedback allows a high degree of appreciation from those employees. Feedback should not
always be about complaints, it should revolve around showing when an employee excels in their
work. This works as teaching to others as well as an encouragement to the employee.
Also, feedbacks are encouraged to be made on the spot and not waiting for bid company
meetings. This idealism is because failure to do so will not alert the employees of how well they

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are doing and need to keep up or how bad they are missing your mark and need to improve.
Postponing the feedback to the next big meeting might prolong the poor work done by
employees and can also postpone the encouragement needed by the employees (Brookhart 2017).
Strategies to navigate the emotional impact of the feedback
One of the means to navigate emotional impact while giving feedback is yourself not to
get emotional. This includes such elements as impatience. In real life, managers and supervisors
tend to get anxiously edgy with underperformers which is wrong. What they should focus on are
the employee patterns that let them underperform. Correcting such patterns would definitely
correct the employee from slacking behind (Langens 2007).
Framing feedback to avoid defensiveness triggers from leaders
Feedback specially to do with improvement has a couple of impairments as some of them
are not well received. As such, conflicts arise and thus imperative to foretell the reactions of the
receiver. Better off, it is better to create a common intent such as the need to grow the
organization or the need to grow individually. This framework creates a smooth platform
whereby the feedback does not get negative defensive triggers from the leaders.
In the event the leader still gets defensive over well-laid feedback, they might react in a
fight where they get combative as well as argumentative over the feedback; they might go in the
middle of the talk leaving the room and sometimes can result in more emotional responses such
as tears. In the event of such, the best way to avoid worsening the situation is by stopping the
feedback. One should also be careful not to be caught up in the frenzy and get correspondingly
defensive. As such, one should keep quiet, let the dust to settle and continue the feedback, this
time taking another yet cautious method of delivering it (Chaleff 2009).

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References
Bezuijen, X. M., van Dam, K., van den Berg, P. T., & Thierry, H. (2010). How leaders stimulate
employee learning: A leader-member exchange approach. Journal of Occupational and
Organizational Psychology, 83(3), 673-693.
Brookhart, S. M. (2017). How to give effective feedback to your students. ASCD.
Langens, T. A. (2007). Emotional and motivational reactions to failure: The role of illusions of
control and explicitness of feedback. Motivation and Emotion, 31(2), 105-114.
Chaleff, I. (2009). The courageous follower: Standing up to & for our leaders. Berrett-Koehler
Publishers.