Coaching cases · Anonymized actual case · Feedback & growth
A place to begin
A manufacturing and engineering team leader explored the wish to protect relationships and made feedback more specific and collaborative.
Manufacturing, engineering and quality operations · team leader · recurring mistakes and rework
The starting situation
Regular 1on1s and feedback were in place, yet quality issues and omissions returned. The leader cared about growth and relationships, and felt frustrated when conversations did not lead to different actions.
What coaching explored
Coaching explored the wish not to hurt people and the concern that being direct would damage a relationship. The leader considered whether the team understood the significance of the issue differently.
Asking what the person needed to notice opened up space to hear their perspective and choose an action together.
Practices the leader tried
The leader described the situation, observed behavior and impact, then asked how the colleague saw it. Shared criteria, a next action and a follow-up point became part of the conversation.
Changes reflected on in the account
The original account describes less repeated explanation and more reflection and improvement efforts by team members. The leader reflected on both being clear and helping another person understand and choose.
A question for HR
Alongside feedback frequency and technique, consider whether leaders have time and support to listen and follow up. Concerns about relationships deserve space in development conversations too.
Questions about this topic
What changed in the feedback conversation?
The leader shared behavior and impact, heard the other perspective and agreed a next action and follow-up.
What can we examine beyond frequency?
Explore understanding, opportunities to try an action and the support available.