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Learn how to coach employees with this simple method and eight easy steps to help managers coach employees effectively.
Did you know that 70% of employees who get good coaching at their job show better output and involvement? Yet 21% of bosses know how to coach employees well.
Even with your best efforts, coaching can seem overwhelming when you're handling multiple tasks. Many leaders struggle to provide effective feedback during coaching sessions, assess whether coaching is working, and employ effective coaching methods to support staff growth. Additionally, common coaching challenges include finding time, making it personal, and maintaining consistency.
The good news is, coaching doesn't need complex mind studies or special training. What it does need is a clear plan that looks at strengths, areas to get better, and steps to take action.
In this article, we'll explain different ways to improve your coaching that gets results. You'll learn how to tailor it to employees with different skill levels, and we'll give you hands-on tips to make coaching a key part of how to coach employees.
Let's change the way you help your team grow.
Coaching has become a critical business imperative rather than just a nice-to-have benefit.
Studies show that businesses with robust coaching programs see 51% higher revenue than those without such programs. Also, a new meta-study backs up that coaching at work has a moderate positive impact on different performance metrics.
That's why learning how to coach employees is a big part of manager development training.
Employee engagement in the U.S. has fallen to its lowest level in a decade, with only 31% of employees engaged in 2024. However, coaching offers a powerful solution to this widespread disengagement. Organizations that implement effective coaching programs report that:
The influence extends beyond individual performance to organizational results. Research indicates that manager coaching abilities have an impact on business performance boosting it by 130%. This happens because coaching helps workers pinpoint their strengths and areas to improve, leading to better performance and output.
Trust forms the core of strong workplace relationships, and coaching helps build this essential foundation. The main factor influencing employee turnover is whether employees and managers create relationships based on trust.
Coaching builds a sense of trust—a setting where team members feel at ease to share ideas, take chances, and talk about problems. This trust doesn't mean avoiding tough talks; instead, it leads to more useful discussions that help both the person and the company.
Workers who have managers with a coaching approach feel more appreciated and backed up when faced with tough situations. As a result, these workers build stronger connections with their bosses and create better work relationships that help achieve business objectives.
Companies succeed when their employees keep improving their abilities and expertise. Coaching has an impact on this ongoing development by fostering an environment where workers feel driven to broaden their knowledge and boost their skills throughout their work lives.
Coaching that leads to ongoing learning helps workers keep up in fast-changing fields. IBM's research shows that 84% of staff in top companies get the training they need to stay current with new tech .
The benefits of this learning culture are substantial:
On the whole, coaching creates a setting where employees feel appreciated, backed, and able to reach their best, changing both about changes in both individual output and company success at the same time.
Recognizing where each team member stands in their professional development journey is essential for effective coaching. Each performance level requires a distinct coaching approach tailored to the employee's experience, confidence, and capabilities.
Novices are typically beginners with little to no previous experience in their role. These employees struggle to prioritize tasks and require concrete rules to guide their work.
Lacking discretionary judgment, they often need more supervision due to their limited knowledge or experience level. Novices operate on the most basic level, primarily following steps and guidelines without much ability to adapt to changing situations.
Their work may occasionally be incomplete or fail to meet quality standards without proper guidance.
As employees gain experience, they advance to the "doer" stage, comparable to the advanced beginner level.
At this point, they can recognize recurring situations and apply appropriate responses based on limited past experiences. While doers can complete assigned tasks, they still need assistance identifying changes in conditions or understanding how specific elements fit into the broader picture.
They're beginning to develop routine skills but require support in setting priorities and may need help when unexpected situations arise.
Performers typically function at the competent level after approximately two years of experience. These employees:
Performers have developed conscious planning abilities and work in an organized manner. Moreover, they understand principles and procedures and can apply them to work assignments without close oversight.
While they excel at executing planned work, they may still need guidance when facing unexpected challenges that disrupt their routines.
Professionals operate at the proficient level, characterized by mastery and confidence. These employees see situations holistically rather than as separate tasks, allowing them to anticipate problems and respond appropriately.
Their decision-making becomes increasingly intuitive, displaying more confidence and accountability. Professionals often serve as mentors or preceptors to performers and doers, helping them develop their skills. They effectively manage several responsibilities simultaneously and use their experience to guide less experienced team members.
Experts represent the pinnacle of workplace performance. These employees grasp complex situations intuitively without relying on guidelines or rules that have become second nature to them.
They consistently exceed expectations, demonstrate exceptional depth of knowledge, and are recognized throughout the organization for their expertise.
Experts can identify subtle changes in conditions before others notice them, often described as having a "gut feeling" about situations. Notably, they serve as role models, establishing standards for others to emulate while continuing to innovate and improve processes.
Understanding these performance levels provides the foundation for customizing your coaching approach to maximize each employee's development potential.
Effective coaching thrives on structure. A well-designed framework provides both managers and employees with clear direction through coaching conversations. The following five-step approach creates a positive, solution-focused environment that drives real results.
Begin every coaching conversation by highlighting what's working well. This strengths-based approach stems from positive psychology and focuses on qualities that energize and motivate employees.
Many people don't have words to describe their strengths and might feel uncomfortable doing so for fear of appearing arrogant. Yet these qualities provide a strong foundation for solving problems and overcoming challenges.
Emphasize recent achievements, recognize progress, and acknowledge specific contributions before discussing any improvement areas.
Once you've established a positive foundation, shift toward identifying development opportunities. Remember that coaching isn't about fixing people, it's about helping them maximize their potential.
Clarify that discussing improvement areas isn't criticism but rather an opportunity for growth. Focus on behaviors rather than personality traits, providing specific examples rather than generalizations.
Subsequently, use thoughtful questions that encourage self-discovery instead of dictating solutions. The coaching process is built on asking versus telling.
Questions like "What three things did you learn from this project?" or "What would bring you more satisfaction in your job?" create opportunities for reflection. Effective coaches resist the urge to provide immediate answers, instead guiding employees to generate their own insights.
For coaching to drive meaningful change, employees need specific, actionable goals. Guide them in selecting measurable objectives that present a challenge yet maintain at least a 50% chance of success.
Keep the number of goals small, typically one goal with 2-3 supporting actions, to ensure focus. SMART goals (specific, measurable, attainable, realistic, and timely) provide clarity about what success looks like.
Finally, establish clear accountability by defining exactly what will happen next. This often-neglected step ensures actions are taken after the conversation ends.
Determine specific deadlines, identify potential obstacles, clarify resources needed, and schedule follow-up sessions. Without this concrete plan, even the most inspiring coaching conversations may fail to produce lasting results.
Together, these five steps create a coaching framework that balances support with accountability, helping employees at any performance level achieve meaningful growth.
Becoming a great coach means always working on specific skills. Here are eight key techniques to make your coaching more effective.
A safe space forms the basis for productive coaching relationships. When employees feel secure sharing ideas without worry of criticism, they're more open to feedback. So, show your own vulnerable side by talking about your struggles. This encourages others to be honest about their weak points.
Coaching shouldn't happen during formal reviews but should take place often. Regular check-ins give chances to praise accomplishments, tackle issues, and keep things moving forward. This constant back-and-forth lets both sides talk about tricky or tough stuff without feeling awkward.
Show workers how their growth ties into the company's goals. When employees understand how their efforts contribute to broader targets, they feel more invested and motivated. This connection makes workers 72% more profitable and boosts revenue growth by 58%.
Active listening is the foundation of good coaching. Pay full attention, look people in the eye, and use your body language to show you're focused. This careful attention helps you take a close look at situations and come up with more exact personal questions.
Steer clear of questions that start with "why," as they can come across as accusatory and make people defensive. Rather, for questions beginning with "what" and "how," to encourage people to reflect without feeling judged. For example, you could ask, "What do you think is behind this?" instead of "Why is this happening?"
Positive reinforcement influences the desired behavior. Employees don't often get enough positive feedback, but acknowledging their efforts is a strong motivator to keep improving.
Provide feedback in a straightforward and detailed manner that's fair. Focus on what you saw, not what others told you. Keep in mind that feedback's job is to boost performance and help reach goals, not to point fingers or put people down.
Set an example of the behavior you want to see by looking for and accepting feedback. This openness demonstrates your commitment to growth and fosters an environment where ongoing improvement becomes the standard. Also, when employees see leaders taking criticism well, they become easier to approach themselves.
Each worker brings their own unique mix of life experiences and drives to their job. Good coaches see these personal differences and adjust their approach to work with each person accordingly.
Employees absorb information in different ways, so coaching methods need to be tailored to individual needs.
People who learn by seeing do well with charts and pictures. Those who learn by hearing benefit from spoken explanations. People who learn by doing prefer to try things out themselves. Sharing the same information in several ways helps everyone understand it better.
Knowing what motivates each employee is just as crucial. Take the time to uncover their personal drivers through one-on-one chats or surveys. Learning about their interests, weekend plans, and career goals helps shape coaching in ways that hit home. This tailored strategy, as emplpyees tend to go the extra mile for leaders who care about their well-being.
Timely coaching has a significant influence on effectiveness. Studies indicate that 80% of workers who get meaningful weekly feedback show full engagement. Companies that put real-time feedback into action see a 14.9% boost in engagement and up to 4x better performance.
Use real workplace situations to teach. These hands-on examples help workers link ideas to their everyday tasks. Start by looking at specific actions you've seen, then talk about their effects, and offer other ways to handle things.
Effective feedback requires both praise and opportunities for growth. Studies show that using five positive remarks for every corrective comment makes people more open to "negative" input. But don't use the "compliment sandwich" method, as it often comes across as fake.
Give praise with details. Point out what the employee did well instead of using vague compliments like "great job.” Similarly, focus constructive feedback on actions you can observe rather than personality traits. This even-handed approach creates an environment where employees feel appreciated while continuing to grow in their careers.
Every employee brings a unique combination of experiences, preferences, and motivations to the workplace. Effective coaches recognize these individual differences and tailor their approach accordingly.
Employees process information differently, requiring customized coaching techniques. Visual learners grasp information through charts and diagrams, auditory learners thrive with verbal explanations, and kinesthetic learners prefer hands-on activities.
Therefore, presenting the same information in multiple formats ensures better they understand it better.
Understanding what drives each team member is equally important. Take time to discover their motivations through one-on-one conversations or questionnaires. Knowing their hobbies, weekend activities, and career aspirations helps frame coaching in ways that resonate personally.
This personalized approach creates stronger relationships, as employees are more likely to put in extra effort for leaders who genuinely care about their well-being.
Constructive feedback requires both recognition and opportunities for development. Research suggests using a ratio of five positive comments to one corrective input increases receptivity to "negative" feedback.” Yet avoid the "compliment sandwich" approach, which often feels disingenuous.
Changing coaching from a once-in-a-while event to a regular habit requires deliberate work and an organized rollout. Unlike the old-school yearly reviews, frequent coaching fosters a culture where people consistently strive to improve, with feedback flowing back and forth.
To begin, establish a consistent rhythm for coaching sessions. It doesn't matter if you meet every other week or once a month - what counts is that you stick to it.
Select a quiet spot where you won't be distracted, as this helps people feel safe speaking their minds. It's key to keep these meetings even when work piles up.
Skipping them tells employees that growing their skills isn't a must. These regular catch-ups enable you to monitor progress, address any issues, and ensure you're on track with your coaching objectives.
To make coaching a regular habit rather than a rare occurrence, you need to put in deliberate work and establish a system. Unlike the traditional yearly reviews, frequent coaching fosters an environment of ongoing growth where people give and receive feedback.
Beyond scheduled meetings, incorporate coaching into everyday conversations. When team members ask for help, provide on-demand coaching to meet their needs promptly.
As problems come up, coach through them. Keep an eye out for opportunities to teach throughout the day such as quick chats that promote good habits or steer clear of less beneficial ones. This turns coaching from a separate task into a key part of daily work. When you notice issues with someone's work, address them immediately instead of waiting for the next big meeting.
Beyond scheduled meetings, make it part of everyday chats. When team members ask for help, provide them with guidance promptly. As-the-spot coaching. As problems pop up, work through them together.
Keep an eye out for opportunities to teach throughout the day—quick talks that reinforce good habits or help tweak less helpful ones. This turns coaching from a separate task into a key part of getting work done. If someone's work falls behind, discuss it immediately instead of waiting for the next major meeting.
As you go through this process, keeping records has a big impact on gauging how well the coaching is working. Put in place ways to track things like:
Go over these records often with your team to see what's working and spot areas that need tweaking. This check-in turns coaching from a subjective-feeling talk into a fact-based approach with clear outcomes. Keeping tabs lets both the coach and employee cheer for wins while fine-tuning plans when needed.
Coaching coaching has a significant impact on success. This article looks at how a planned approach can change performance and how teams work together. The 5-step plan—looking at strengths, areas to improve, open setting clear goals, and planning next steps—offers a basic guide for all coaches.
Knowing each worker, from beginner to expert, allows you to provide the right guidance at the right time. Developing key skills, such as making people feel safe, checking in frequently, and offering constructive feedback, makes leaders more effective and fosters trust.
Making it personal is key; each team member's specific needs should shape how you coach. Adding coaching to daily work, through regular one-on-ones and brief conversations, helps make it an integral part of the workplace culture.
Numbers show that businesses with robust coaching cultures experience better financial performance, increased employee satisfaction, and improved results. The primary reason to invest in coaching is the people factor: employees who feel supported do a better job.
You don't need complex psychology mind tricks to coach well, just an honest basic plan. Using these methods creates an environment that fosters coaching and worker growth.
Think of the 70-30 rule as your coaching secret sauce. It’s all about getting the right mix of positive reinforcement and growth-focused feedback. In simple terms, aim to spend about 70% of your coaching conversations highlighting what’s going well, and 30% discussing areas where there’s room to grow.
Why does this work so well? When people feel their strengths are seen and valued (that 70% part), they’re naturally more open to hearing about where they can improve (the 30%). It’s like building an emotional bank account, make enough deposits of positive feedback, and you can make occasional withdrawals when you need to address challenges.
This rule shows up in different coaching situations:
I’ve seen this approach transform resistant team members into eager learners. People simply learn better when they feel supported rather than criticized. It’s about creating the right environment for those conversations to actually make a difference.
Let me walk you through a real-world coaching scenario with Sarah, a team member with amazing technical skills who struggles with hitting deadlines. Here’s how a coaching conversation might unfold:
Before you meet: Take 10 minutes to jot down specific examples of Sarah’s technical excellence (those client compliments on the Henderson project) and the pattern you’ve noticed with missed deadlines.
Starting strong (the 70%): “Sarah, I wanted to chat because your work on the Henderson project was truly outstanding. The client actually called me specifically to rave about your technical solutions. Your attention to detail and problem-solving continue to impress everyone.”
Making the bridge: “I’d love to talk about how we can build on these strengths while figuring out what’s happening with some of our project timelines.”
Exploring together (the 30%): “Could you walk me through how the Henderson project unfolded from your perspective? What parts clicked for you, and where did you hit roadblocks that might have affected the timeline?”
Really listening: This is where the magic happens. As Sarah talks, listen for the real issues—is she getting stuck in perfectionism? Dealing with unclear expectations? Struggling with prioritization? The solution depends on the actual problem.
Finding solutions together: “Based on what you’ve shared, what do you think might help you maintain your excellent quality while hitting those project milestones?”
Creating a plan: Together, sketch out specific steps: “What if we set up quick 15-minute check-ins at the 25%, 50%, and 75% marks of your next project? That way we can spot any timeline issues early before they snowball.”
Building skills: “Would having some additional tools help? Our communication skills workshops include a great module on managing stakeholder expectations that might be useful here.”
Following through: “Let’s touch base in two weeks to see how these approaches are working for you and tweak anything that’s not helping.”
Notice how this conversation balances appreciation with development, and involves Sarah in finding solutions rather than just telling her what to do? That’s what makes coaching stick.
Coaching someone on professionalism requires a delicate touch. After all, nobody wants to feel like their personality is under attack. The key is focusing on specific behaviors and their impact rather than making it personal.
First, create a safe space. Start by acknowledging that professionalism isn’t about changing who someone is, it’s about helping them be more effective in a workplace setting. This distinction matters tremendously.
Be crystal clear about specific behaviors rather than using vague labels. Instead of saying “you’re being unprofessional,” try something like: “I’ve noticed in client meetings that sometimes you jump in before others finish speaking, which can make it harder for everyone to contribute.”
Apply the 70-30 rule here too. Begin with genuine strengths: “Your enthusiasm and deep knowledge are huge assets to our team.” Then address the specific behavior: “I’d like to work with you on channeling that enthusiasm in ways that bring others along with you.”
Paint a clear picture of both current behavior and what success looks like. For example: “Currently in meetings, you often respond immediately to ideas with potential problems. What if instead you tried acknowledging the idea first with something like ‘That’s interesting’ and then asking a curious question before sharing concerns?”
Connect professionalism to outcomes people care about. When someone understands why a behavior shift matters, they’re more motivated to change: “When clients see our team communicating respectfully with each other, it dramatically increases their confidence in our recommendations.”
Set small, achievable goals together and check in regularly. “For the next two weeks, let’s focus just on the meeting communication patterns we discussed. Then we’ll regroup and see what’s working.”
Remember that building new habits takes time and consistent feedback. Quick check-ins to acknowledge progress can make all the difference between temporary change and lasting growth.
Performance coaching works best when it’s an ongoing conversation, not a once-a-year event triggered by problems. Here are some approaches I’ve seen make a real difference:
Make coaching a regular thing. Schedule biweekly or monthly conversations focused purely on development, not admin or project updates. These regular touchpoints signal that growth matters all the time, not just when there’s an issue.
Ask more than you tell. Questions unlock insights that directives never will. Try: “What part of this project energized you most?” or “Where did you feel stuck, and what helped you move forward?” These questions help people develop their own problem-solving muscles.
Connect daily work to bigger purpose. People perform better when they see how their work matters. Work together to draw lines between their tasks and meaningful outcomes: “How do you see this report helping the leadership team make better decisions?”
Create a development plan that plays to strengths. The most effective performance coaching builds on what’s already working. If someone’s analytical skills are strong, how can those be leveraged while also developing their presentation abilities?
Gather diverse perspectives. Your view as a manager is just one angle. Thoughtfully collected input from peers, clients, and other stakeholders provides a fuller picture of both strengths and growth areas.
Coach for collaboration, not just individual excellence. Today’s workplace requires people who can work effectively with others. Help your team members see how their work style affects those around them.
Define what success looks like. Whether it’s customer satisfaction scores, project completion rates, or communication effectiveness, having clear metrics helps everyone recognize improvement when it happens.
Remember that great performance coaching isn’t about fixing broken people—it’s about helping good people become even better by building on the strengths they already have.
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