Suppose you are sitting down with a fellow manager to coach him on a performance gap. What two things do you want to balance at the start of the conversation to create an environment in which he will be most likely to be responsive to your coaching?

Affirm what he is doing well, and point out the performance gap. Start by affirming what he is doing well; that sets the stage for a good response. You might say something like, “These are the things that you’re doing well.” You should balance that with clearly identifying the performance gap.

Other Questions Of This Category

Suppose an employee you are managing has been consistently coming back late after lunch. He has previously been a high performer. How would it be best to approach this situation?

The managers in the good example and ineffective example of Skill Set Coaching both pointed out the problem. The manager in the good example did something more that made the employee more responsive…

In the good example of coaching someone dealing with difficult colleagues, what did the manager do right? (Select the all that apply.)

Why do many managers fall short of effectively coaching? (Select all that apply.)

Suppose you are supervising an employee who has a performance gap in using a technology that you do not know how to use. How would be the best way to approach helping that employee fill the…

Suppose an employee comes to you to complain that coworkers are not helping him when he asks for direction on complicated tasks. He wants you, as their supervisor, to make them be available to answer…

Sometimes a manager thinks they have done a good job when they have addressed the issue and told the employee what they want them to do differently. However, an effective coaching conversation goes…

Suppose you have a previously high performing employee, who has recently started taking office supplies home for personal use. The behavior has been repeated and the volume being removed so large that…

Which of the following should you use for an employee who is already a high performer?

Suppose you have an employee who has previously been a high performer but is struggling to meet standards using new technology that has been adopted three months ago. Most of the other employees have…

As a coach, what are the most important things to remember when conducting a coaching conversation?

On the Employee Continuum, there is a range between strong performers who consistently have high performance and employees who are not performing well and have not demonstrated consistently high…

When you are coaching an employee who has formerly been a high performer, currently experiencing a skill gap, how could you invite her to be involved in a solution? (Select all that apply.)

Drawing from the scenarios we observed in this course, what can be a very powerful way to see where gaps lie in another manager’s coaching skills?

When you are coaching a formerly high performer with a performance gap, who is not resistant to learning, what kind of coaching model should be your primary approach?