Jane Brodie Gregory

Development of a model of the feedback process within executive coaching.

Recent literature concerning executive coaching consistently points out the need for a better conceptual understanding of the process of coaching. The current paper addresses this need with an emphasis on the role of feedback in executive coaching. Several existing models of the coaching process mention feedback as an important element, but none expand on the role and function of feedback in executive coaching relationships. This paper builds on several existing models of executive coaching and integrates London and Smither’s (2002) model of the feedback process to create a model of feedback in executive coaching.

Using feedback in organizational consulting.

Feedback is an essential part of communication, coaching, management, and human resource practices. Yet the essential elements that make feedback more effective often fail to go beyond the pages of academic journal articles and into the workplace where they could greatly improve communication and performance. This book is an easy-to-use resource that applies classic and current research findings to create actionable, evidence-based tactics that consulting psychologists, consultants, managers, and human resources personnel can use to improve feedback exchanges in any work environment. The authors present a simple and straightforward model of the feedback process that includes four critical elements that can make or break a feedback exchange: the actions and behaviours of the feedback provider the content of the message the beliefs and perceptions of the feedback recipient the context in which feedback is provided Each chapter includes a case example that highlights key takeaways from the research and illustrates how consultants can apply these concepts and strategies in real scenarios.