Set the stage. Open the "Coaching Conversations & Developing Performers" session by introducing this slide — "Phase 3 — Feedback as a Continuous Conversation". Briefly explain why this topic matters to the managers in the room and what they'll be able to do differently by the end of the deck. Invite people to keep a notepad handy for questions. Talking points (walk through each in order): 1. The Annual Review Trap. If you are documenting a performance issue in December, you should have addressed it in July. End-of-year surprises break trust and create legal risk. Facilitator tip: say this in your own words, then ask the group for a real example of "the annual review trap" from their own team before moving on. 2. Regular 1. 1s Are Non-Negotiable: Weekly or bi-weekly check-ins create a feedback culture — small corrections prevent large derailments Facilitator tip: say this in your own words, then ask the group for a real example of "regular 1" from their own team before moving on. 3. Feedback Is a Gift. Specific, timely, behavior-based feedback builds trust and accelerates growth. Vague feedback erodes both. Facilitator tip: say this in your own words, then ask the group for a real example of "feedback is a gift" from their own team before moving on. 4. The SBI Model in Performance Context. "On [specific date], I observed [specific behavior]. The impact was [measurable business outcome]. What is your perspective?" Facilitator tip: say this in your own words, then ask the group for a real example of "the sbi model in performance context" from their own team before moving on. 5. Listen to the Response. After delivering SBI feedback, be genuinely curious about the employee's experience — root cause matters more than the symptom Facilitator tip: say this in your own words, then ask the group for a real example of "listen to the response" from their own team before moving on. Engage the room. Ask: "How does this show up in your team today?" — let two or three people respond. Timing & transition. Aim for roughly 6–7 minutes on this slide. When the points have landed, transition forward with a short bridge such as "Now that we've covered phase 3 — feedback as a continuous conversation, let's look at what comes next."

Speaker Notes · Slide 1

Coaching Conversations & Developing Performers