People-Manager-Playbook - Flipbook - Page 43
The COIN model
Context
Start by identifying the situation. Let9s say
that you ond one of your colleagues regularly
interrupts others and it9s starting to cause
friction. Other people have mentioned it and
you want to nip it in the bud before it turns
into a conflict.
Radical Candor
Give your colleague a reference point:
a specioc example of when they may have
demonstrated the behaviour in question.
Observation
Communicate the behaviour in a clear
and objective manner. Focus on the
actions that your colleague took, and not
on their personality.
For example, you may say: "I noticed that
during our team meeting, you were so
excited about the topic we were discussing
that you interrupted Mark and Julie several
times each=.
The COIN model
Giving upward
feedback
Impact
Help your colleague understand why you9re
commenting on this behaviour by describing
its impact. The behaviour may impact one
or several people, or even an entire team.
It's important to treat your feedback with
care to achieve the desired behaviour
changes you want to see.
Responding to
unsuccessful
conversations
Next
Now that you9ve got through the difocult
part of giving feedback, don9t forget to
offer some suggestions for what they
could do to improve. As opposed to simply
giving constructive criticism, you're giving
actionable suggestions for the person to
improve. What could they do differently
next time?
Feedback
