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Why Feedback is Dead- A Case for Performance Coaching

By | Dr. Rupinder Kaur | Leadership Coach/Inclusion strategist/ Researcher/ Veteran The best way to reinvent is to disrupt

  • 7 out of 10 leaders and managers see developing people as one of their primary tasks.
  • Only 26% of employees say the feedback they get helps them do better at work.
  • Only about two in 10 managers intuitively understand how to engage employees, develop their strengths, set clear expectations, and coach their direct reports.
  • 80% of people who have received coaching report positive impacts in areas such as work performance, communication skills, productivity, well-being, and business management strategies.
  • 65% of employees in a strong coaching culture report that they are “highly engaged.”
  • An estimated 80-90% of management and leadership jobs require the ability to coach.
  • 94% of employees say they would stay at a company longer if it simply invested in helping them learn. 

The process and discipline of feedback is centuries old- the best way to improve performance is to give feedback on what is not going right. Over the years, this discipline and formal feedback processes have failed to deliver. In my corporate career of 20 years, I have seen performance going down than improving after formal feedback process. At best, it will have a temporary band aid effect on person receiving feedback and in a worst case scenario, for managers, it becomes a way to take out their vendetta, and for the employees, a dreaded exercise of humiliation and self defeat.

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