Performance Coaching & Feedback Delivery Flashcards

DDI research on feedback acceptance shows that employees are most receptive to corrective feedback when:

Answer: They have a high-trust relationship with the feedback giver and believe the intent is developmental

Trust in the feedback giver's positive intent is the single strongest predictor of whether corrective feedback leads to behavior change.

In DDI's GAPS model used during development planning, what does 'G' stand for?

Answer: Goals

GAPS stands for Goals, Abilities, Perceptions, and Standards—the four lenses used to assess development needs and create targeted plans.

A manager has been delivering feedback using the same script for every coaching conversation. According to DDI, this approach risks:

Answer: Feeling formulaic and reducing the authenticity needed to build trust

Over-scripted feedback loses authenticity; DDI's interaction essentials are principles to internalize, not scripts to recite verbatim.

When coaching a team member who is underperforming due to a skill gap (not a motivation gap), the DDI-recommended intervention is:

Answer: Provide targeted skill-building through modeling, practice, and feedback

Skill gaps require learning interventions such as modeling, guided practice, and structured feedback—not consequences, which are appropriate for motivation gaps.

Which DDI principle explains why a manager should paraphrase an employee's response before building on it during coaching?

Answer: To demonstrate active listening and confirm accurate understanding before moving forward

Paraphrasing is a core active listening technique in DDI's framework that signals genuine understanding and prevents the manager from responding to a misinterpretation.

DDI distinguishes 'coaching' from 'counseling' primarily based on which factor?

Answer: Coaching focuses on development and growth; counseling addresses performance or conduct issues requiring correction

In DDI's model, coaching is primarily growth-oriented and developmental, while counseling addresses specific performance or behavioral problems that must be corrected.

An employee receives positive feedback from their manager but dismisses it as insincere. According to DDI, the manager can build credibility for future positive feedback by:

Answer: Being specific about what was done well and why it mattered, linking it to concrete outcomes

Specific, outcome-linked positive feedback is perceived as credible and genuine, whereas vague praise ('great job!') is easily dismissed as insincere.