Difficult interactions should be handled calmly by listening, focusing on underlying interests, and communicating without blame.  This will lead to more effective, professional outcomes and stronger relationships moving forward.

Comment on Jenn Meyers's post: Such a good point. Regular meetings alone don't guarantee that real feedback is being exchanged — sometimes supervisees hold back concerns simply because they weren't directly invited to share them. The intentional pause you describe, asking "Is there anything else you want to explore?", creates the space for deeper conversation that might otherwise stay unsaid. That small, intentional invitation is often where the most meaningful feedback actually surfaces. Thanks for sharing this.

Comment on George Yeakey's post: You've named something really important. Perception is often the invisible layer in every feedback conversation — the same words can land very differently depending on the listener's frame of reference, past experiences, or emotional state in the moment. That's why active listening, as you said, is so essential. Stepping into another person's shoes AND their head helps us deliver feedback in a way that actually reaches them, not just reflects our own viewpoint. Facts matter, but so does how those facts are received. Thanks for this thoughtful reflection.

This course reshaped how I think about feedback — not as critique, but as a mutual investment in growth between two people. The biggest shift for me was the reminder that effective feedback is grounded in specific, observable behaviors, tied to someone's goals, and always pointed toward the future rather than fixated on the past. I was especially struck by the research showing that asking for advice generates 56% more specific suggestions than asking for feedback — that simple reframe alone will change how I solicit input going forward.

Moving forward, I want to deliver feedback more promptly (within a… >>>

I recently completed coaching skills course and found tools valuable. I have always practiced coaching by using open ended questions but shifting how I support others with active listening was good information.  

Comment on Dr. Octavio Mora's post: 

You raise such an important point. Coaching really is a skill that requires discernment — knowing not just how to coach, but when coaching is the right tool for the moment. Used poorly or at the wrong time, it can feel confusing or even dismissive to the person receiving it. Used well, it opens space for real growth. I appreciate your emphasis on promoting the growth of the individual — that should always be the compass for any coaching conversation.

With Benevolence, Shannon

Comment on Abija Deglace's post: 

Well said. You've captured the heart of what makes coaching different from directing — it's an ongoing, reflective partnership, not a one-time instruction. I especially appreciate how you named learning agility as your application goal. That's exactly the mindset shift that transforms a team over time. When people grow from their mistakes and stay open to change, the whole organization moves forward. Thanks for this thoughtful reflection.

With Benevolence, Shannon

This course reshaped how I think about my role as a leader. The biggest shift for me was recognizing that coaching is not about giving answers — it is about asking better questions and creating space for others to find their own way forward. I was especially struck by the idea that in a great coaching conversation, the person being coached should do 90% of the talking. That statistic alone reframes what effective leadership actually looks like.

Moving forward, I want to be more intentional about recognizing coachable moments in everyday interactions, using open-ended and neutral questions instead of rushing… >>>

Very valuable class on learning the fundamentals and foundations for time management. Highly recommend.

Great training. I am learning alot about myself and teaching.