Admonish in Private

Praise in public and admonish in private is a great mantra for performance feedback.

I am naturally an encourager, catching people doing things well and recognizing them for it, and I believe most people enjoy an encouraging word, and being recognized by their peers.

Coaching someone for improvement is more tricky. I was scolded in front of others during a union grievance meeting over 35 years ago, and swore to not manage via verbal chastisement in public.

A few tips:

• Coach in private, where the target of the coaching won't be embarrassed or challenged, but open to receive it
• It must be delivered in a timely manner, and is less effective if delayed, even 24 hours
• Give examples in themes and specific instances
• Provide feedback in writing, for those leaders who need time to process or mull it over. I frequently take notes about an area for improvement during a meeting and provide it directly after
• Seek feedback from a leader's peers to add depth and legitimacy to your coaching. I typically keep it simple asking what advice peers would give to a co-worker to start, stop and continue
• Be clear: I remember firing someone who didn't realize they were being fired until they asked me if that was happening. Now I lead with 'I have bad news, today will be your last with the company.' Then I get to the 'why' and 'what now'
• Be vulnerable and share ideas you have received similar feedback that you are giving, and examples of how you improved
• Be direct

You know you nailed it when someone thanks you for providing coaching or admonishment. Most folks seek to improve, and the best performers love constructive feedback – and it is key to building a high-performing team.