Advancing in the 6 CORE Leadership Skills – Skill 5: Developing Others Through Coaching and Feedback
Your job as a leader is to leave people better than you found them. Whether someone stays for two years or ten, the real measure is simple: did they grow while working with you? Are they more capable, more confident, and more prepared for what comes next because of how you led, coached, and supported them?
The skill of Developing Others Through Coaching and Feedback is anchored by the CORE Leadership Qualities of Compassion + Conviction.
Why It Matters
Retention matters, but growth matters more. Strong leaders don’t just hold on to good talent; they expand it. They increase capability by pairing high expectations with the support needed to meet them. They don’t only correct performance; they coach potential. Strong leaders share feedback and perspective in the moments that matter, not to control but to unlock what’s next.
This kind of growth is not the product of a quarterly review. It happens in the rhythm of real work: in check-ins, stretch assignments, feedback loops, and honest conversations. It requires more than skill. It requires compassion with conviction: the care to challenge and the belief to back it up.
When done consistently, this builds people who leave stronger than they arrived, carrying with them the mark of leadership that invested in their growth.
How to Strengthen This Skill
Double win check-in: In your next 1:1, start by asking about a win at work and a win outside of work.
Create a feedback rhythm: Build feedback into your weekly 1:1s, your post-meeting debriefs, and your casual check-ins.
Use the “See It, Say It” practice: If you notice something (good or off-track), name it early.
Shift from advice to insight: Ask, “What do you think worked well there?” “What would you do differently next time?”
Be specific about the moment, not the person: Instead of, “You need to speak up more,” try:“In yesterday’s client meeting, I noticed you had a strong point but held back. What got in the way?”
Anchor feedback in possibility, not judgment: Explain the potential you see and why your feedback can help bring out that potential.
Coach for next, not just now: After giving a piece of feedback, ask what they think could be done differently in the future to improve.
KEY TAKEAWAYS:
The combination of compassion and conviction creates teams that stretch, adapt, and outperform.
In your next 1:1, aim to offer feedback in a way that expresses your belief in that person’s abilities.
How often do you delay feedback? How could you be more consistent in delivering it in the moment?
Practice framing feedback in a way that allows the other person to come up with their own ideas and solutions for improvement.
