Coaching practices for Forward Looking Feedback
Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For Forward Looking Feedback, these are the strongest matches in the current practice library.
Does this sound like the set of challenges you might be facing?
- We’re about to kick off something new and everyone has private hunches about what it’ll take to pull off
- 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.
- The second someone suggests something, I’m already arguing back in my head
- I tell someone what went wrong but never say what I actually want instead, so they walk away knowing they messed up with no idea what "right" looks like
- All the feedback I get is about whether I hit the target, and none of it touches the assumptions underneath how I’m even seeing the situation
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. - 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 - 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 - 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 - Add a forward-looking request to SBI
Pair the impact statement with a specific, doable request for next time.
The SBI Feedback Model, Made Practical - Seek developmental feedback, not just performance feedback
Ask for feedback that challenges your assumptions about how you see, not just how you perform.
Kegan’s Subject-Object Theory, Made Practical - 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 - 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 - Choose the right moment and setting for feedback
Feedback lands in proportion to how safe and ready the receiver feels — timing and privacy matter.
The SBI Feedback Model, Made Practical - Give feedback in the moment, not stockpiled for reviews
Feedback accumulated for a periodic review arrives late and in bulk — neither helps.
The Feedback Sandwich: Why It Doesn’t Work and What to Do Instead
Related concerns
- 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.
- Future Focused Feedback
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.
- Giving Feedforward
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
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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