COIN Feedback Planner

Step 1

What type of feedback?

Choose whether this is constructive feedback (something needs to change) or positive feedback (something you want to recognise and grow).

Constructive Feedback

Something needs to change. A behaviour, a skills gap, a performance concern or a pattern you have observed.

Positive Feedback

Something is working well. A strength, behaviour or contribution you want to recognise and develop further.

Step 2

Radical Candor Check

Before you plan the conversation, check where your natural feedback style might land. Be honest with yourself.

Radical Candor (Kim Scott) has two axes: how much you care personally about the person, and how directly you challenge them. The goal is to do both at the same time.

Radical Candor

You care personally AND challenge directly. Honest, kind and creates real change. This is where you want to be.

Ruinous Empathy

You care so much about not upsetting the person that your message gets completely lost. They walk away not knowing what needs to change.

Obnoxious Aggression

You are direct but show no genuine care. It lands like a verdict. The person gets defensive and shuts down.

Manipulative Insincerity

You do not care and you do not challenge. Empty praise, vague hints or silence. Destroys trust faster than anything else.

Step 3

Plan Your COIN Conversation

Work through each step of the COIN framework. Prepare your C, O and I before you sit down. Do not walk in and wing it.

C

Core Concern

Get clear on the real issue

Get clear on the real issue before you open your mouth. Is this a skills gap, a behaviour issue, a workload problem, or something personal going on for this person? Is it a pattern or a one-off?

Employee name

Their role

What is the core concern?

Be specific about the actual issue, not the surface frustration.

O

Observation

Facts, dates and examples only

State specifically what you saw or heard. Facts, dates and examples only. No interpretation, no assumptions about intent.

What did you specifically observe?

Include dates, specific examples and what you directly saw or heard.

I

Impact

Make the stakes real and specific

Explain what this has cost the client, the team or the business. Make the stakes real and specific so they understand why this matters.

What has been the impact?

Think about impact on the client, team, business and culture.

N

Next Steps

Co-create the path forward

Ask them what they think should happen before you offer your view. Let them co-create the path forward. Always document the agreed next steps in writing after the conversation.

Open questions to ask them

Plan your open questions. Let them speak first.

Your preferred next steps (if they do not suggest them)

Your Plan

Feedback Conversation Plan

Review your AI generated conversation plan below. You can regenerate, copy or print it.

Ready

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