coaching-performance-management

name	coaching-performance-management
description	Use when producing or reviewing the coaching performance management component of a business plan; applies its specialist evidence, decisions, and acceptance tests instead of neighbouring pipeline skills.
metadata	{"portable":true,"compatible_with":["claude-code","codex"]}

Coaching Performance Management

Overview

Use this skill to make the people side of a business plan operational. It turns team claims into role accountability, coaching cadence, mentoring support, performance diagnosis, and capability-gap closure.

Use When

• Drafting or reviewing management-team, operations, implementation, or risk sections.
• A plan depends on new skills, AI adoption, sales discipline, service standards, or delegated execution.
• The team has capability gaps that must be managed credibly.
• A funder or investor needs confidence that staff performance will be monitored and improved.

Do Not Use When

• The task only needs short founder biographies.
• The plan has no staffing or execution-capability issue.
• Legal HR policy drafting is required; this skill gives planning guidance, not legal advice.

Required Inputs

• Current team, roles, reporting lines, gaps, hiring plan, and training budget.
• KPIs or standards each critical role must meet.
• Founder involvement and key-person risks.
• Implementation timeline and operational changes that require adoption.

Workflow

1. Identify critical roles and the result each role owns.
2. Diagnose each gap as clarity, capability, capacity, motivation, feedback, or system design.
3. Choose coaching, mentoring, managing, hiring, outsourcing, or process redesign as the response.
4. Define cadence: weekly check-ins, monthly KPI reviews, quarterly development reviews.
5. Link training/advisory costs to the financial plan.
6. Add risks and mitigations for unresolved capability gaps.

Quality Bar

• Every critical role has clear accountability.
• Capability gaps are visible and responsibly handled.
• Training, coaching, and advisory support are budgeted where necessary.
• The plan shows how performance will be reviewed after launch.

Anti-Patterns

• Hiding key-person dependency.
• Treating advisors as operators.
• Adding staff without onboarding or performance cadence.
• Claiming transformation without training and behaviour-change support.

Outputs

• Coaching and performance-management plan.
• Management-team capability review.
• Role accountability and KPI table.
• Training/advisory budget assumptions.
• Capability risk notes for the business plan.

References

• ../references/coaching-performance-management.md - performance diagnosis, coaching cadence, and business-plan uses.

July 2026 Portable Contract

Required Inputs

Input artefact	Source/provider	Required	Behaviour when absent
Role requirements, verified biographies, workload, organisation design, compensation assumptions, and hiring evidence for coaching performance management	Founders, HR records, approved payroll model, and reference evidence	Yes	If absent, a biography, role need, workload, or pay assumption is unavailable, mark it unverified and keep the role or hire conditional.
Finalised business brief, target reader, country, and stage	Client intake and engagement owner	Yes	Stop section decisions and route the missing context to client intake.
Reconciled upstream assumptions that this section consumes	Named pipeline owners	Conditional	Record the dependency, affected claim, owner, and recovery step; do not substitute an invented value.

Outputs

Artefact	Consumer	Observable acceptance condition
Performance-coaching plan with observable behaviour and review cadence	Plan author and target decision-maker	The artefact answers the section decision and traces each material conclusion to the supplied evidence.
coaching performance management exception and handoff note	Downstream section owners	Every blocked or conditional item names its consequence, owner, evidence request, and restart condition.
coaching performance management release record	Reviewer or plan assembler	Records the checks completed, failures, unassessed items, professional review required, and release state.

Evidence Produced

Evidence	Format	Acceptance condition
Performance baseline, agreed actions, review notes, and escalation record	Source-linked table, calculation, or annotated prose	The evidence is reproducible from named inputs and distinguishes verified fact, management assumption, and inference.
coaching performance management decision record	Decision note	States the selected action, rejected credible alternative, countercase, rationale, and risk accepted or avoided.
coaching performance management review trace	Gate entry	Identifies the date, input versions, reviewer role, failed checks, recovery owner, and any check that remains not assessed.

Capability and Permission Boundaries

For coaching performance management, the controlling focus is observable performance gap, coaching hypothesis, agreed behaviour, review cadence, and escalation. This skill may analyse roles and draft people plans using authorised records; it may not verify credentials by assertion, disclose sensitive HR data, hire, discipline, or set compensation without authority. Its normal mode is read-only analysis and drafting. Any mutation, external communication, spending, certification, or professional conclusion outside that boundary requires explicit authority and must remain traceable to the approving role.

Degraded Mode

For coaching performance management, loss of evidence about observable performance gap, coaching hypothesis, agreed behaviour, review cadence, and escalation activates degraded mode. If the controlling coaching performance management evidence is unavailable, the same boundary applies. When a biography, role need, workload, or pay assumption is unavailable, mark it unverified and keep the role or hire conditional. Return the verified subset, label the affected decision qualified or not assessed, explain the downstream consequence, and state the smallest evidence request or authorised action that permits recovery. Do not convert the missing check into a pass.

Decision Rules

Choice or condition	Action	Failure or risk avoided
For coaching performance management, a named leader lacks evidenced capacity for a critical accountability	state the gap, assign interim ownership, and define the hire, adviser, or development trigger	Founder-centric organisation claims hide execution and governance gaps
For coaching performance management, A current legal, regulatory, tax, accounting, market, or platform claim controls the coaching performance management decision	Verify the controlling source, effective date, jurisdiction, and reviewer status before release	Stale external facts become permanent plan assumptions
For coaching performance management, The evidence reconciles with neighbouring sections and the countercase does not overturn the choice	Complete performance-coaching plan with observable behaviour and review cadence, attach the evidence and release record, and hand off named dependencies	Premature release and repeated downstream rework

Workflow

1. Define the exact coaching performance management decision, intended reader, jurisdiction, business stage, and permission boundary.
2. Collect role requirements, verified biographies, workload, organisation design, compensation assumptions, and hiring evidence and map each material conclusion to its source; stop the affected conclusion when an input could change it.
3. Apply the specialist methods and directly linked references already contained in this skill, retaining its domain thresholds, calculations, and Uganda or East Africa context where applicable.
4. Compare the credible alternatives, test the countercase and failure path, and apply the decision table rather than selecting a template default.
5. Produce performance-coaching plan with observable behaviour and review cadence with the evidence, exception, and handoff records; reconcile every shared assumption with its owning section.
6. Run the section quality checks, applicable finance or professional review, and anti-slop gate. If a gate fails, correct the evidence or decision and return to the responsible step.

Quality Standards

• Performance-coaching plan with observable behaviour and review cadence must answer a real decision for the named bank, investor, DFI, grant, board, or strategic-partner reader.
• Performance baseline, agreed actions, review notes, and escalation record must be source-linked, dated where facts can change, and sufficient for another reviewer to reproduce the conclusion.
• The section exposes its countercase, stop condition, recovery action, and effect on neighbouring sections.
• No unavailable source, calculation, tool, or professional review is reported as passed; finance and statutory judgements follow the governing doctrine.
• Language remains specific to coaching performance management, uses British English naturally, and passes the repository anti-slop gate without promotional filler.

Anti-Patterns

• In coaching performance management, treating an unavailable role requirements, verified biographies, workload, organisation design, compensation assumptions, and hiring evidence as confirmed. Correction: qualify the affected conclusion and issue the named evidence request.
• Producing performance-coaching plan with observable behaviour and review cadence that restates the brief but makes no choice. Correction: record the choice, rejected alternative, rationale, countercase, and implication.
• Ignoring a conflicting upstream assumption. Correction: return it to its owning section and resume only from a reconciled version.
• Reporting an unavailable check as passed. Correction: mark it not assessed and narrow the release state.
• Claiming compliance, assurance, bankability, or investor readiness from narrative quality. Correction: run the applicable gate and retain its evidence.
• Copying the worked example into a client plan. Correction: use the method only and replace every fact with verified engagement evidence.

Worked Example

A manager misses deadlines, but priorities changed three times and no acceptance dates were agreed. Correct the operating ambiguity before diagnosing individual performance and set one observable review cycle.

References

• Use the verified project evidence register and the owning upstream pipeline section for coaching performance management; no local deep-dive reference is declared.
• For coaching performance management claims involving money, tax, grants, reserves, revenue, cost, valuation, or financial statements, apply the Chwezi finance doctrine and record the required professional-review state; illustrative figures never become client facts.