This is a very simple (but not necessarily easy) coaching method, which has yielded great results when well implemented, especially in sales organizations.

1. 3-D Coaching Method Mike Kunkle
 The 3-D Coaching method is designed to maximize your impact on employee behavior or skill in the shortest
period of time possible.
 The three D’s are Discuss, Demo (demonstrate), and Do & Review.
 There are nine simple steps to the process.
 The Understanding Check is critical to the effectiveness of this method, to ensure effective communication
and drive behavior change. You check for understanding at two critical points, after the discussion and after
the demonstration, to confirm the employee’s:
o Clear understanding of expectations
o Ability to perform the task/behavior acceptably
Discuss
1. You verbally articulate your expectations for behavior and instruct the employee on what
specifically to do.
2. The employee verbally paraphrases the expectation and instruction back to you. *
3. You continue to provide feedback on the employee’s version until they can paraphrase your
expectations acceptably.
* Understanding Check: Do not leave this stage until employee’s version is satisfactory.
Demo
4. You demonstrate the behavior (role play or live observation) to the employee.
5. The employee demonstrates the behavior (via a role play or simulation) back to you. *
6. You continue to provide feedback on the employee's demonstration until they can
demonstrate the behavior acceptably.
* Understanding Check: Do not leave this stage until the employee’s demonstration is satisfactory.
Do & Review
7. You gain the employee's agreement to use the new skill and write an action plan to
document the coaching session and the agreement.
8. The employee applies the new behavior in their work environment.
9. You later observe and provide praise or further feedback (coaching), as needed.
This method reduces potential for miscommunication of expectations and removes excuses for non-performance.
 The follow-up can then focus on providing praise or reinforcement to cement the behavior changes or
modifying the previously understood behavior, as needed.
 If the employee rep does not implement the behavior as agreed, you can hold the employee accountable.
Some employees may need a refresher 3-D session, but with most employees you can simply ask why they
didn't implement the behavior as agreed and demonstrated. If there are no valid reasons, you can begin to
document the employee’s performance for progressive discipline and make clear the consequences of
continued, purposeful non-performance.
 Since the employee has shown the ability to “do it” if they want to, there are likely other reasons for non-
performance. At this point, you are free to systematically resolve other performance issues – and address any
remaining reasons the employee is not doing what he or she is supposed to do.
 Recommended reading:
o Bringing Out The Best In People by Aubrey Daniels
o Why Employees Don’t Do What They’re Supposed To Do by Ferdinand Fournies
o Analyzing Performance Problems by Robert Mager
Performance Overdrive Concepts January 2011 Page 1 of 1