- Resisting the Urge to Provide Unsolicited Expertise
- Handling Explicit Requests for Expertise
- Sharing the “Minimum Viable” Amount of Expertise
- We All Have Blind Spots
- Applying a Coaching Mindset to Teaching
- Creating a Self-Serve Knowledge-Sharing Environment
- Guidelines for Sharing Feedback and Expertise
- Additional Considerations for Sharing Feedback and Expertise
- Receiving Feedback as a Coach
- Chapter Summary
Guidelines for Sharing Feedback and Expertise
Before offering feedback or expertise, consider what you can do to maximize the likelihood that it will be graciously accepted. Here are some guidelines we keep in mind:
Timely. Feedback is most useful when it is delivered soon after whatever prompted the need for feedback.
Good intent. When someone’s actions have negatively impacted you, you may feel upset about or critical of that person. Be wary of how your feelings may color your feedback with criticism or judgment. Check your intentions to make sure what you want to share is sincere and intended for the recipient’s benefit.
With permission. Some people may welcome your feedback and expertise. Others may respond poorly to it. It is a good idea to get permission and to clarify that accepting the feedback and expertise is optional, particularly when you don’t have a history of giving feedback to that person. Most people, when asked “Would you like my feedback?” or “Would you like my advice?” will say yes. This is a good time to use your emotional intelligence to gauge their level of interest. Was the yes genuine or said to be polite? Was permission given freely or with reluctance? When asking for permission, check your intention. If you intend to provide your feedback or advice no matter what the response is, then you haven’t asked for permission. If your intent is truly to get permission, then you will stop as soon as you see any indication of a lack of interest.
Credible. People prefer to get feedback and expertise from someone whom they perceive as having greater experience in an area.
Safe. Feelings about the optimal conditions for receiving feedback will vary. Some people are open to all feedback at any time, even in front of others. Others prefer to receive feedback in a private setting, such as a one-on-one conversation. Avoid giving “drive-by” feedback with no chance for the recipient to ask questions or respond.