Working with someone's activity—what they have actually done—is one of the most powerful approaches you can take as a manager. In fact, it's the only approach to take. While you may become tempted to fulfill other roles—counselor, consultant, or clairvoyant—observing, recording, and feeding back about what was actually done or not done will leverage the largest change in your team's performance and results.
Here are a few examples of behavioral versus non-behavioral observations:
"I noticed that during the team meeting on Thursday, you raised the volume of your voice when James questioned you about your proposal." (Behavior)
"I think you got angry with James in the team meeting last week." (Mind reading)
"Sarah's met 8 out of 11 of ...