Improving performance through conversation.
WHAT COACHING IS
Helping someone improve by asking rather than telling.
WHY ASKING WORKS
People commit to conclusions they reached themselves.
WHAT QUESTIONS TO USE
What were you trying to achieve What happened What do you think caused that What would you do differently What would help
WHEN TELLING IS BETTER
Safety matters Genuine knowledge gaps Urgent situations
WHY
Coaching someone toward information they do not have wastes time.
WHAT FEEDBACK SHOULD BE
Specific About observable behaviour Timely Actionable
WHY SPECIFIC OBSERVATIONS
They cannot be disputed; general characterisations always are.
WHAT THAT MEANS
Describe what you saw, not what you concluded about the person.
WHAT A USEFUL EXAMPLE SOUNDS LIKE
The order went out without the check being completed.
WHAT AN UNHELPFUL ONE SOUNDS LIKE
You are careless.
WHY THE SECOND FAILS
It is arguable, it is about character, and it suggests nothing to change.
WHEN TO GIVE IT
Close to the event.
WHY
Feedback weeks later cannot be acted upon and it feels stored up.
WHERE TO GIVE IT
Privately, for anything corrective.
WHAT TO GIVE PUBLICLY
Recognition.
WHAT TO ASK AFTER GIVING IT
Whether they see it the same way.
WHY
You may be missing something.
WHAT TO AGREE
What changes, specifically.
WHAT TO DO AFTERWARDS
Notice whether it did, and say so.
