1. One-on-One Conversation Based Coaching
Why this is important to you:
Executives have coaches, athletic teams have coaches,
Tiger Woods has a coach, and in every field the top performers
have coaches. Front line supervisors are often called coaches and
may be expected to spend up to 80% of their time coaching. In
sports, it’s easy to see the results of a coaching change by how an
athlete’s performance is affected. For all his success, Duke and US
Men’s Olympic coach Mike Krzyzewski adapts his coaching and
team strategies to the individuals on his team. He plays on their
strengths and communicates with them in a manner that they will
respond to best. These same principles for successful coaching ap-
ply to business performance. You will quickly see the results as
your coaches use these same strategies with their team members.
Plan “B” begins by determining what coaching model you are
using. We provide templates that help you better understand your
employees and know how to customize your coaching approach to each individual. We provide you with a
short course on coaching to review your coaching model, analyze your employee data, bolster your coaching
“soft” skills, and help you customize your approach to maximize results. We help you keep the emphasis on
coaching “behaviors” versus just giving negative performance feedback, and we share powerful techniques for
overcoming your greatest coaching challenges. Finally, we offer ourselves as coaches to the coaches.
What we do:
 Train managers how to determine their employee's goals, learning styles, feedback preferences, personal
motivators, and other factors that accelerate the learning process.
 Train and coach managers to develop individualized coaching plans and adapt their coaching, communica-
tion, and motivation strategies to the needs and preferences of each team member.
 Coach the coaches as they practice new techniques and work with ‘challenging’ individuals.
Outcome:
 Fewer performance problems and individuals motivated to achieve new performance goals.
 More willingness by the individuals to be coached and seek development opportunities.
 Relationships based on trust and support, not just ‘making the numbers.’
 More people contributing to the bottom line instead of drawing from it.
Our Beliefs:
 People are not all motivated by the same things and also prefer
different forms of rewards and communication.
 Adapting coaching styles to various learning styles, e.g. visual, audi-
tory, and hands on rapidly increases the rate of performance
change.
 Coaching is all about connecting with individuals around their goals
and values. Performance and attitudes are then more ‘coachable.’
 When an individual recognizes that their success is dependent on
the coaching they receive, trust is established.