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Coaching, Coxing, and the Art of Feedback: When to Encourage and When to Praise
Winning Cox of the Year has given me a moment to pause and reflect — not so much on my own contribution, but on the remarkable collaboration it represents. Coaching and coxing are never solo achievements; they’re shared acts of trust, rhythm, and understanding between people who commit to pulling (literally) in the same direction.
It’s about chemistry.
It’s about knowing when to push and when to ease off.
It’s about recognising when silence teaches more than words — and when just a few well-timed ones can change everything.
Coaching is feedback — but not all feedback is equal
Over years in sport and leadership, I’ve learned that how and when we give feedback can be just as important as what we say. Coaching isn’t about constant commentary; it’s about discernment — reading the moment, the mood, and the motivation of each individual.
Here’s what experience (and a fair bit of behavioural science) has taught me about when to use encouragement, praise, and other forms of feedback.
1. Encouragement: fuel for effort and resilience
Encouragement speaks to belief and potential. It’s saying, “You can do this. I’ve seen you do it before.”
Use it when:
Someone is working hard but doubting themselves.
The crew is close but not quite clicking.
You want to build confidence, not complacency.
Encouragement recognises process over outcome — effort, persistence, teamwork. It keeps people engaged when progress is invisible.
2. Praise: recognition of excellence
Praise celebrates achievement. It’s saying, “That was superb — you nailed it.”
Use it when:
A person or team has achieved a clear milestone.
You want to reinforce what “good” looks like.
The team needs to feel that their effort matters.
But praise works best when it’s specific and sincere — focused on what was done well, not just that it was done. (“Your timing in that last 250 metres was perfect” lands better than “Good job.”)
3. Observation: the quiet mirror
Sometimes the best feedback is neutral observation — a mirror that helps others see their own patterns.
Use it when:
You want to promote self-awareness and ownership.
The group is capable of diagnosing their own performance.
Silence or curiosity will lead to insight.
For example: “Notice how the boat felt lighter when we relaxed our shoulders after the start?”
This turns feedback into learning — not instruction.
️ 4. Correction: the gift of clarity
Correction isn’t criticism. It’s a service to improvement — delivered with respect, precision, and timing.
Use it when:
A technical or behavioural issue is holding back the team.
The moment allows for constructive focus (not emotional reaction).
Trust is strong enough to receive it well.
The best corrections are short, factual, and future-focused: “Let’s square earlier next time” rather than “You’re squaring too late again.”
️ 5. Appreciation: the glue that holds teams together
Sometimes the most powerful words are simply “Thank you.”
Appreciation builds connection and trust. It says: “I see you, I value what you bring.”
It’s especially vital for the roles or efforts that often go unseen — the quiet contributors, the consistent grafters, the glue in the middle of the boat.
️ Bringing it all together
Coaching and coxing are a constant dance between leading and listening.
The magic happens when feedback becomes a conversation, not a command — when every person in the boat feels both accountable and supported.
So perhaps that’s the real lesson behind this award:
It’s not about the voice in the boat — it’s about the ears that listen, the eyes that observe, and the hearts that row together.
Dedicated to Sunny Isle Scullers SIS Team Medley for their gritty performances in 2025
Your turn:
How do you balance praise, encouragement, and correction in your coaching or leadership practice?
What have you learned about the timing and tone of feedback?
