coaching-techniques

name	Coaching Techniques
description	Structure coaching conversations using the GROW model with developmental feedback frameworks and active listening techniques.

Purpose

Help managers, mentors, and team leads have coaching conversations that develop people rather than just direct them. Good coaching unlocks capability; bad coaching creates dependency.

Steps

1. Determine the coaching context: performance issue, career growth, skill development, or decision support
2. Use the GROW framework to structure the conversation
3. Ask open-ended questions instead of giving answers
4. Listen for what's not being said as much as what is
5. Agree on specific actions with accountability
6. Document outcomes and follow-up commitments

GROW Framework

Phase	Purpose	Key Questions
Goal	Define what success looks like	"What do you want to achieve?" / "What would a great outcome look like?"
Reality	Understand the current situation	"Where are you now?" / "What have you tried?" / "What's getting in the way?"
Options	Explore possible paths forward	"What could you do?" / "What else?" / "What if [constraint] didn't exist?"
Will	Commit to specific action	"What will you do?" / "By when?" / "How will you know it worked?"

Feedback Framework: SBI

Element	Description	Example
Situation	When and where	"In yesterday's client meeting"
Behavior	Observable action	"you presented the risk analysis without data backing"
Impact	Effect on others/outcome	"which made the client question our thoroughness"

Follow SBI with a forward-looking question: "How might we approach this differently next time?"

Active Listening Techniques

Technique	How	Example
Paraphrasing	Restate in your own words	"So what I'm hearing is..."
Reflecting emotion	Name the feeling you detect	"It sounds like that was frustrating"
Clarifying	Ask for specifics	"Can you give me an example?"
Summarizing	Condense the key points	"The three main things you've raised are..."
Silence	Pause and let them think	(Wait 5-10 seconds after a question)

Common Coaching Pitfalls

Pitfall	Better Approach
Jumping to advice	Ask "What do you think?" first
Solving their problem	Help them solve it themselves
Only coaching during formal reviews	Make it a regular habit
Generic praise ("Good job")	Specific recognition ("Your risk matrix in the Q3 report caught the supply chain issue early")
Avoiding difficult feedback	Address issues early and directly using SBI

Output Format

• Coaching conversation plan using GROW structure
• Feedback delivery plan using SBI framework
• Action items with owner, deadline, and success criteria

Guidelines

• The person being coached should talk 70% of the time
• Ask one question at a time and wait for the full answer
• Coaching is about their growth, not about being right
• Follow up on commitments: accountability makes coaching real
• Adapt your approach: new employees need more direction, experienced people need more exploration