In my most recent article, “Developing a Habit of Delivering Frequent but Informal Feedback,” I introduced Lindsay, an HR director at an aerospace manufacturing and design firm with 200 employees.
Lindsay was concerned that her analytical, introverted management team may not be communicating enough with staff engineers and workers in support roles. Her training intervention focused on successfully helping her senior executives and front-line operational leaders deliver frequent, informal feedback. But Lindsay wasn’t satisfied. She wanted to expand her focus to include delivering more formal feedback throughout the year—not just at annual review time. She started to explore coaching.
