Situation-Behavior-Impact

you share your observations as clearly as possible, but without judgment. You tell coachees what you see them doing. Sometimes, articulation takes the form of the hard truth,

First—and this is important—you don’t criticize the person. Instead, you examine the event. It’s analogous to doing a good job of raising children; you address the issue of a messy closet, rather than criticizing your child for being a messy person. The same is true in managing. I always ask for the individual’s side of the story. I ask him to give

When competent, sensible people do something stupid, the smartest move is to try to figure out, first, what kept them from seeing it coming and, second, how to prevent the problem from happening again. Talking about blame distracts us from exploring why things went wrong and how we might correct them going forward. Focusing instead on understanding

your feedback delivery, practice focusing on the specific factors relevant to your client. Get used to referring to your brief and the client’s mission instead of calling out a team member or stating your opinion.