The 3 Coaching Moves (simple enough to recall under pressure):
1) Set Clear Expectations & Goals
Agree on what good looks like in observable terms. Start small so early wins are possible. Imagine playing bowling without the pins—who would keep playing? Work is the same; when people see the target, they stay motivated.
2) Celebrate Good Performance
Recognize wins in the moment. Name the behavior, link it to positive impact on goals or customers, and invite more—what you reinforce is what you repeat.
3) Correct Poor Performance
Diagnose before you act: if it’s skill (can’t yet), train and support. If it’s will (won’t yet), restate standards, set one deadline, and outline consequences. Always separate the person from the behavior—value the individual, correct the action.
Why this matters: Clarity creates focus, praise builds momentum, and early redirects protect standards and culture.
Why: Most leadership failures start with unspoken expectations. People want to win; if they don’t know the target, they guess. Clear goals reduce rework, anxiety, and micromanagement.
Make it Winnable (First-Goal Rule)
- Agree 1–3 outcomes, stated as what will exist when done.
- Make them observable/measurable (date, metric, demo criteria).
- Right-size the first goal so quick wins are possible. Momentum > perfection.
- Confirm ownership and the first visible step today.
- Schedule a short checkpoint.
Example: “By 30 Jun, publish pricing page v1 (3 tiers, FAQ, mobile-ready). Ana owns. First step today: outline sections.”
Copy-Ready Goal Card
| Outcome |
One-sentence result (what exists when done) |
| Measure |
Metric / acceptance criteria / due date |
| Owner |
Name • First step: action within 24h |
| Risks |
Dependencies / blockers |
Script: “By DATE we will have OUTCOME. You own it. What’s the first step today?”
Story — The Bowling Alley
Playing without pins is pointless. Work is the same. When people can see the targets, they naturally self-correct toward them.
Weekly Meeting Flow (Keeps Goals Alive)
- Manager listens; team reviews last week’s goals, wins, and gaps.
- Co-create the plan for this week; decisions are binding.
- End with owners, first steps, and dates. The team is here to ship results.
Common Pitfalls
- Keeping expectations in your head.
- Setting goals too big for a first win.
- Assigning tasks without a clear owner and first step.
First-Goal Rule (make a win possible)
- Scope to what can be finished or demonstrated within days, not weeks.
- Pick the next visible proof of progress (demo, metric, draft).
- If it’s too big for an early win → split and choose the first proof.
Why: Recognition turns good behavior into habits. Don’t wait for perfect—reinforce the first sign of progress to build confidence and speed.
How to Praise (SBI + Encourage)
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Situation — where/when it happened.
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Behavior — the specific action you saw.
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Impact — why it mattered to goals/customers.
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Encourage — invite more of it.
Script: “In S, you B, which led to I. Keep doing that—this is exactly how we win.”
Example: “In today’s demo, you paused to confirm the client’s security need, which unlocked legal sign-off. Keep doing that.”
Daily Habit
- Praise one specific behavior before lunch.
- Make wins visible in public channels when appropriate.
Story — The Canoe
Constant correction killed the fun and didn’t help us move. Once we praised small, correct strokes, the team’s energy and skill surged. Strengths create momentum.
Mistakes to Avoid
- Generic “great job.” Be concrete.
- Praising only when everything is perfect.
- Waiting days; praise loses power with delay.
Start with a diagnosis: Is this Skill (they can’t yet) or Will (they won’t yet)?
If it’s Skill (Train & Support)
- Restate the goal and standard.
- Model the behavior; let them try; give fast feedback.
- Set micro-milestones and a near checkpoint.
Script: “Here’s what good looks like. Let’s walk it once, you try, and we’ll review at 15:00.”
Example: “On yesterday’s release, the QA checklist was skipped, which caused two hotfixes. I’ll demo the flow; you run it; we check again at 3pm.”
If it’s Will (Standards & Accountability)
- Stick to facts, not feelings.
- Reconfirm expectations; ask, “What do you need to meet this?”
- Set one deadline and the consequence if missed.
Script: “We agreed to STANDARD; it was missed on FACTS. What support do you need? We’ll review on DATE and decide next steps.”
Story — The Pigeons
Training sticks when you reward steps toward the target. Start close to the goal, then raise the bar. Design chances to win early, then shape excellence.
Accountability Ladder
- Clarify the standard (owner, outcome, date).
- Coach skills (model → practice → checkpoint).
- Set will expectations (facts, support, deadline).
- Decide: improvement or consequences (role change/exit) — with respect and documentation.
Is it Skill or Will? (quick signals)
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Skill: asks “how?”, inconsistent output, improves with modeling/practice.
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Will: repeated misses after training, skips agreed rituals, blames instead of owns.
Expectation Card
“By DATE we will have OUTCOME. You own it. First step today?”
Praise Card
“In S, you B, which led to I. Keep doing that.”
Redirect Card — Skill
“We missed STANDARD because FACT. Let’s walk it; you try; checkpoint at TIME.”
Redirect Card — Will
“We agreed to STANDARD; it was missed on FACTS. What support do you need? Review on DATE; consequences if not met.”
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Review last week’s outcomes: 1–3 goals → win/gap/lesson.
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Decide this week’s 1–3 outcomes; owners + first steps today.
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Recognize one concrete behavior per person.
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Redirect any drift within 48h (skill → train; will → standard).
Decisions are binding; people commit their own actions.
