Trainer Feedback Quotes

Training is a loop, a two-way communication in which an event at one end of the loop changes events at the other, exactly like a cybernetic feedback system; yet many psychologists treat their work as something they do to a subject, not with the subject.

5. Offer suggestions instead of criticising Instead of the feedback sandwich, which can be just a way of sweetening criticism, and tends to do more harm than good, try this deceptively simple technique for giving feedback which was developed by the Canadian Neuro-linguistic Programming trainer, Shelle Rose Charvet, and set out in her aptly titled essay, “The Feedback Sandwich Is Out To Lunch”.14 It goes like this: You make a suggestion. You offer two reasons why it might work. The first states what the suggested course of action would accomplish. The second states what problem it would prevent. You end with an encouraging comment.

We completed meetings with leaders from over a dozen ministries over a ten-day period. Toward the end of our journey, we asked our Sri Lankan host for his feedback. After about the fourth day, he had become convinced that we were actually there to listen, so his feedback was honest. He said (and I'm paraphrasing): Paul and Christie, you and your leadership training are welcome here in Sri Lanka. If you host your training in a nice Colombo (Sri Lanka's capital) hotel with a nice venue and a buffet lunch, we can get fifty to one hundred pastors and ministry leaders to come. They will come, and you can get some great pictures for your newsletter. Then, after the seminar, they will take your manual home with them and put it on the shelf with [U.S. megachurch pastor's] training manual and [another U.S. megachurch pastor's] training manual and [a well-known U.S. leadership trainer's] training manual, and they will go about their own ministry in their own way.

Following the release of Yoga Anatomy in the summer of 2007, its success took everyone by surprise. As of this writing it has been translated into 19 languages, over 300,000 copies are in print, and it remains among the top-selling yoga books in the United States. We have received tremendous positive feedback from readers, many of whom are educators who now include Yoga Anatomy as a required text in their yoga teacher training courses. Practitioners as diverse as orthopedists, chiropractors, physical therapists, fitness trainers, and Pilates and Gyrotonic instructors are making good use of the book as well.

Deliberate practice usually isn’t enjoyable, and for most learners it requires a coach or trainer who can help identify areas of performance that need to be improved, help focus attention on specific aspects, and provide feedback to keep perception and judgment accurate

Treat Your Manager as a Coach Given what we’ve discussed about the role of managers, your own boss should be one of your best sources of learning. But this might not naturally be the case. Maybe he doesn’t see the day-to-day of your work, or he’s busy putting out other fires, or he simply isn’t as proactive about helping to guide your path as you’d like. Regardless, the person most invested in your career isn’t him; it’s you. Your own growth is in your hands, so if you feel you aren’t learning from your manager, ask yourself what you can do to get the relationship that you want. One of the biggest barriers I’ve found is that people shy away from asking their managers for help. I know that feeling well; for years, I held the mental model that my boss—like my teachers and professors of the past—was someone in a position of authority who took note of what I did and passed judgment on it. As such, how I interacted with my manager could be summarized in one neat statement: Don’t mess it up. I considered it a failure if my manager had to get involved in something I was responsible for. It felt to me like the equivalent of a blinking neon sign that read, Warning: employee not competent enough to take care of task on her own. But we know by now that a manager’s job is to help her team get better results. When you do better, by extension, she does better. Hence, your manager is someone who is on your side, who wants you to succeed, and who is usually willing to invest her time and energy into helping you. The key is to treat your manager as a coach, not as a judge. Can you imagine a star athlete trying to hide his weaknesses from his coach? Would you tell a personal trainer, “Oh, I’m pretty fit, I’ve got it under control,” when she asks you how she can help you achieve a better workout? Of course not. That is not how a coaching relationship works. Instead, engage your manager for feedback. Ask, “What skills do you think I should work on in order to have more impact?” Share your personal goals and enlist his help: “I want to learn to become a better presenter, so I’d be grateful if you kept an eye out for opportunities where I can get in front of others.” Tell him your hard problems so he can help you work through them: “I’m making a hiring call between two candidates with different strengths. Can I walk you through my thinking and get your advice?” When I started to see 1:1s with my manager as an opportunity for focused learning, I got so much more out of it. Even when I’m not grappling with a problem, asking open-ended questions like, “How do you decide which meetings to attend?” or “How do you approach selling a candidate?” takes advantage of my manager’s know-how and teaches me something new.