SO NOW WHAT DO YOU SAY?
A Structured Format for Coaching
MANY MA NAGERS AVOID OR DEL AY COACHING
because they don’t
know what to say when addressing someone’s performance, espe-
cially when the performance is in need of correction. Awkward or
overly harsh coaching results in a predictably defensive response by
the person on the receiving end. Or the individual may accept the
correction but if the coaching has been perceived as a personal at-
tack, the relationship between the manager and the associate has
Managers who are uncomfortable with coaching often approach
a topic so carefully that their coaching is vague, tentative, and almost
apologetic. Hesitant coaching lacks power and, in the end, erodes
the credibility of the coach.
Conversations with thousands of employees and managers have
led me to one firm conclusion: Almost every leader, from presidents
to first-line supervisors, could do a better job of coaching than they
are doing currently. Their coaching needs to improve in two ways.
First, most leaders would benefit from mastering a structured format
that makes coaching easy to formulate and deliver. Second, most