Experience 30-minute Issue Coaching session

Sizzling, Optimized Leadership Skills Can Be Learned

Fire hoop jumper

Did you jump through fire with no plan?

How much does it mean to you to provide positive feedback to your team?

How do you deliver criticism or correction information?
Your style can be the difference between progress and defeat for the target of your energy.
Be sure to take the person aside and do not “scold” them in public. If the objective of your
feedback is to improve a situation, then be respectful and provide space for the person to
respond. Listen and let the person speak. You can sort out the excuses from the actual reasons.

Consider how the managers of the space shuttle Challenger felt when their input on the impact
of temperature on the “O” rings was overridden. They live with the guilt of that explosion every
day, because at the time, adhering to a time and budget constraint was more important than
what the engineers were saying.

Here are a few thoughts to consider before criticizing a team mate or presenting a sensitive
report to supervisors:

  • How serious is the actual error?
  • Does the error pose a safety risk?
  • Are you just annoyed?
  • Do you want the person to learn something from the issue?
  • How important is it to punish the person and what does that satisfy?
  • Are you concerned that you look bad as a result of the mistake?
  • How does the mistake reflect on you?

Once you clear the air of your own anger or disappointment, you can select a reasonable
response to the situation.



As a credentialed business coach and analyst, one of my primary functions is to work with individuals and company managers to clarify where they are presently, where they would like to advance, and what tools they have and need to achieve their desired outcome.

I use a variety of tools to assess perceptions including Platinum Rule instruments, my experience and training in assessing behavior. My preferred tool is the EQ-i®, emotional intelligence inventory. I have specialized training on the EQ-i® and DISC Inventories and access to multiple other sources including a company culture index. I prefer the EQ-i® because it is the least judgmental instrument I have found. It focuses on strengths and areas of development related to the goals set by the individual. For example, people are more likely to apply the EQ-i®’s information rather than label themselves by the Myers-Briggs categories.

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