Exercise · Coaching and Team Leadership
Feedback on Cases
Practice corrective and supportive feedback using a five-step structure.
Time30 minutes
ParticipantsGroups of three
Materials4 cases on cards
From the trainingCoaching and Team Leadership
Why this exercise
The structure is simple: recognition of what is valuable → the fact (specific behavior) → the impact (what it led to) → the question "How do you see it?" → an agreement about the future. The last two steps are essentially a mini-GROW: the conversation ends not with a reprimand but with an agreement the employee has formulated themselves. The cases: lateness for team meetings, errors in a report for a client, a harsh tone in the work chat, and a successful negotiation that calls for supportive feedback.
How to run it
- Show the five-step structure and the principles: about behavior, not personality; about facts, not assumptions; not while emotional.
- Each group of three gets three of the four cases.
- A round: 2 minutes to prepare using the structure in the workbook, 4 minutes of conversation, 2 minutes of feedback from the observer.
- Three rounds with a change of roles.
- A short general debrief.
Debrief questions
- Which step of the structure was the hardest?
- How did the employee feel when asked "How do you see it?"
Tips for the facilitator
- Recognition at the start is not routine praise. If you cannot find anything genuinely valuable, it is better to start straight with the fact.
- Supportive feedback should be specific too: what exactly was valuable and why.
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