Okay.
In this video we'll go through how to use mindfulness techniques to give
coaching and feedback to your team members.
One important feature for
effective conversations is a skill of active listening.
Active listening means that you're fully paying attention to the person
speaking to you.
To engage in a mindful coaching conversation,
you can use the practice of looping with your conversation partner.
Using this technique means that you echo back to the person
what you think they said and verify understanding.
You can also use a practice of dipping to enhance your
own understanding of your role in the conversation.
This means that you check in with yourself to see if you’re really paying attention
to the other person.
In a coaching or feedback conversation, you might have to raise a difficult issue.
This can be an emotionally charged situation for both parties.
This means that checking in with yourself and
your conversation partner on an emotional level is critical.
For yourself, consider if you are motivated to have a conversation
with a productive intention for the team, or if you are simply upset about
an issue that might be helped with a different strategy.
When you do have to give coaching or feedback, do you feel afraid?
You're not alone.
Research from Stanford shows that people tend to fear giving and
receiving feedback because of the possibility of critical feedback.
This fear leads to maladaptive behavior, such as,
procrastination, denial, brooding, jealousy, and self sabotage.
Because feedback can be such a charged issue, as a team member you should make it
a habit to solicit feedback regularly rather than wait for issues to arise.
There's a four step process you can use to learn to adapt a feedback,
whether you are the giver or the receiver.
One, recognize your fear and the maladaptive behavior that results.
This step emphasizes the need to develop self awareness in order to
check in with ourselves when giving and receiving feedback.
Step two, reframe the feedback in a positive light.
You might point out that every strength has a shadow side.
For example, a creative person might be less detail oriented on a certain project,
or a very detail oriented person may have difficulty with creative
thinking in another situation.
The key is to focus on one situation, rather than assess
a person's entire performance and character when giving feedback.