Coaching practices for Feedforward Coaching
Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For Feedforward Coaching, these are the strongest matches in the current practice library.
Does this sound like the set of challenges you might be facing?
- I sit down to coach someone through what happened and they’re already braced, because they know I’ve made up my mind about how they did
- We’re about to kick off something new and everyone has private hunches about what it’ll take to pull off
- The second someone suggests something, I’m already arguing back in my head
- When I try to help someone get better I either go vague and cheerlead
- Whenever I ask how I’m doing, the answer comes back as a verdict on what I already screwed up, and I spend the whole conversation defending myself instead of actually learning anything I could use next time.
Practices that may help
- Feedforward: Future-Focused Feedback That Actually Changes Behavior
Feedforward, developed by executive coach Marshall Goldsmith, replaces backward-looking critique with forward-looking suggestions — asking "what ideas do you have for the future?" rather than "what did I do wrong?" The core claim is that people are more receptive to ideas about what they could do than to judgments about what they did. Evidence is primarily clinical and practitioner-based rather than from controlled trials. - Replace performance review conversations with feedforward conversations
In coaching conversations, ask "what could you do differently?" instead of "what went wrong?"
Feedforward: Future-Focused Feedback That Actually Changes Behavior - Use feedforward to align team members on goals before projects begin
At the start of a project, invite feedforward on how to succeed — before any performance to critique.
Feedforward: Future-Focused Feedback That Actually Changes Behavior - Receive every suggestion with only "thank you"
Accept all feedforward without debate, justification, or even agreement — just acknowledge and note.
Feedforward: Future-Focused Feedback That Actually Changes Behavior - Give feedforward as specific, actionable ideas — not generic encouragement
When giving feedforward, offer two concrete behavioral ideas, not praise or abstract advice.
Feedforward: Future-Focused Feedback That Actually Changes Behavior - Ask for ideas about the future, not assessments of the past
Replace "how did I do?" with "what ideas do you have for how I could do better?"
Feedforward: Future-Focused Feedback That Actually Changes Behavior - Rewrite internal-focus coaching cues as external-focus equivalents
Audit your coaching language and convert body-focused instructions to effect-focused ones.
External Focus of Attention, Made Practical - Coached practice with targeted feedback
Attempt the task yourself while a coach observes and provides immediate, specific feedback on process.
Cognitive Apprenticeship: Learning by Making Thinking Visible - Establish a no-argument rule in feedforward exchanges
In structured feedforward exchanges, neither party evaluates or debates the suggestions — only listens and notes.
Feedforward: Future-Focused Feedback That Actually Changes Behavior - Close the GROW loop with session review
At the start of the next session, review what was committed and what actually happened before setting a new goal.
The GROW Coaching Model, Made Practical
Related concerns
- Feedforward Future Focused Feedback That Actually Changes Behavior At Work
Feedforward, developed by executive coach Marshall Goldsmith, replaces backward-looking critique with forward-looking suggestions — asking "what ideas do you have for the future?" rather than "what did I do wrong?" The core claim is that people are more receptive to ideas about what they could do than to judgments about what they did. Evidence is primarily clinical and practitioner-based rather than from controlled trials.
- Feedforward Future Focused Feedback That Actually Changes Behavior During A Big Change
Feedforward, developed by executive coach Marshall Goldsmith, replaces backward-looking critique with forward-looking suggestions — asking "what ideas do you have for the future?" rather than "what did I do wrong?" The core claim is that people are more receptive to ideas about what they could do than to judgments about what they did. Evidence is primarily clinical and practitioner-based rather than from controlled trials.
- Feedforward Future Focused Feedback That Actually Changes Behavior During Conflict
Feedforward, developed by executive coach Marshall Goldsmith, replaces backward-looking critique with forward-looking suggestions — asking "what ideas do you have for the future?" rather than "what did I do wrong?" The core claim is that people are more receptive to ideas about what they could do than to judgments about what they did. Evidence is primarily clinical and practitioner-based rather than from controlled trials.
- Feedforward Future Focused Feedback That Actually Changes Behavior With Friends
Feedforward, developed by executive coach Marshall Goldsmith, replaces backward-looking critique with forward-looking suggestions — asking "what ideas do you have for the future?" rather than "what did I do wrong?" The core claim is that people are more receptive to ideas about what they could do than to judgments about what they did. Evidence is primarily clinical and practitioner-based rather than from controlled trials.
- Feedforward Future Focused Feedback That Actually Changes Behavior With My Partner
Feedforward, developed by executive coach Marshall Goldsmith, replaces backward-looking critique with forward-looking suggestions — asking "what ideas do you have for the future?" rather than "what did I do wrong?" The core claim is that people are more receptive to ideas about what they could do than to judgments about what they did. Evidence is primarily clinical and practitioner-based rather than from controlled trials.
- Feedforward Future Focused Feedback That Actually Changes Behavior With My Team
Feedforward, developed by executive coach Marshall Goldsmith, replaces backward-looking critique with forward-looking suggestions — asking "what ideas do you have for the future?" rather than "what did I do wrong?" The core claim is that people are more receptive to ideas about what they could do than to judgments about what they did. Evidence is primarily clinical and practitioner-based rather than from controlled trials.
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