When you notice an employee missing deadlines, struggling with tasks they used to handle easily, or simply not performing at their usual level, your first instinct might be to jump straight into problem-solving mode. That approach rarely works because coaching isn't about fixing people—it's about guiding them to unlock their own potential and overcome obstacles standing in their way.
Learning how to coach employees effectively is one of the most valuable skills you'll develop as a manager. The right coaching conversation can turn around a struggling team member, prevent turnover, and build a culture where people feel supported rather than micromanaged. The difference between good coaching and bad coaching often comes down to structure, and that's where this 8-step framework comes in.
You can't wing a coaching session and expect great results. Before you sit down with your employee, gather specific examples of the behaviors or performance issues you've observed. Instead of vague concerns like "Sarah seems disengaged," document concrete instances: "Sarah missed three project deadlines in the past month and left two client emails unanswered for over 48 however."
Think about what you want to achieve from this conversation. Are you addressing a skill gap, a motivation issue, or something else entirely? Understanding how to start a coaching session with an employee means knowing your objectives and having a clear picture of what success looks like for both of you.
The first few minutes determine whether your employee will open up or shut down. Start by explaining that this conversation is about support and development, not punishment. Your tone should be warm but professional—think collaborative partner rather than disappointed parent.
Choose a private setting where you won't be interrupted. Nothing kills a coaching moment faster than having someone walk in mid-conversation or taking a phone call. Give your full attention and make it clear that this time is dedicated entirely to helping them succeed.
Now it's time to address what brought you here. Describe the specific behaviors you've observed without making it personal or judgmental. Say "I've noticed the last three reports contained calculation errors" instead of "You're being careless with your work."
This step is where many managers stumble because they either sugarcoat the issue too much or come across as accusatory. Stick to observable facts and focus on the impact these behaviors have on the team, projects, or business outcomes. Your employee needs to understand why this matters beyond just meeting your expectations.
Here's where most coaching conversations get interesting—when you actually listen. Ask open-ended questions like "What's been happening from your perspective?" or "What challenges have you been facing with this?" Then stop talking and genuinely hear what they're saying.
You might discover that the underperformance stems from unclear expectations, personal issues affecting their focus, lack of resources, or confusion about priorities. Sometimes employees are dealing with things you'd never guess unless you ask. This two-way dialogue is essential for understanding how to coach an employee on communication and other interpersonal skills because you're modeling good communication yourself.
Once you've shared your observations and heard their perspective, work together to pinpoint what's really going on. Is it a skills gap that training could address? A motivation problem? Unclear expectations? Too much on their plate?
The key word here is "together." When employees feel like they're part of the diagnosis, they're more invested in the solution. Ask questions like "What do you think is getting in the way?" or "If you could change one thing to make this easier, what would it be?"
This is where you translate the conversation into concrete next steps. Set specific, measurable goals with clear deadlines. Instead of "improve your communication skills," try "schedule weekly check-ins with the marketing team every Monday at 10am for the next month and send a summary email after each meeting."
Break larger goals into smaller milestones so your employee can experience quick wins. Nothing builds confidence like seeing progress, even if it's incremental. Make sure they understand exactly what success looks like and how you'll measure it.
Knowing how to effectively coach an employee means recognizing that you can't just identify problems and expect people to fix them on their own. What support do they need? That might include additional training, mentorship from a senior team member, better tools, adjusted deadlines, or simply more frequent feedback from you.
Be specific about what you'll provide and when. If you promise to connect them with someone who can help or to review their work more frequently during this development period, follow through. Your credibility as a coach depends on keeping these commitments.
Set a specific date to check in on progress—don't leave it vague with "let's touch base soon." Schedule it on both calendars right then and there. Between now and that follow-up meeting, provide regular feedback on what you're seeing, both positive reinforcement when they're making progress and gentle course corrections when they're not.
Coaching isn't a one-and-done event. It's an ongoing process that requires consistency and patience. Some changes happen quickly while others take months to fully develop. Your job is to stay engaged throughout the journey and celebrate improvements along the way.
Start by understanding what's causing the struggle before jumping to solutions. Have an honest conversation about what you're observing and listen carefully to their perspective. Often, struggling employees lack clarity on expectations, need additional training, or are dealing with obstacles you're not aware of.
Focus on one or two priority areas for improvement rather than overwhelming them with everything at once, and provide consistent feedback as they work on making changes. Provide mental health resources as well as needed.
Underperformance usually has a root cause that needs addressing. Begin by gathering specific examples of where performance is falling short and the impact it's having. When you meet with the employee, present these examples objectively and ask what's contributing to the situation.
Sometimes underperformance signals a mismatch between the role and the person's strengths, while other times it's a temporary issue related to training, resources, or personal circumstances. Create a clear improvement plan with measurable goals and a timeline, then check in frequently to monitor progress and provide support.
An unhappy employee needs you to first acknowledge their feelings and understand what's driving their dissatisfaction. Create space for them to share what's bothering them without getting defensive or immediately trying to fix everything. Sometimes the act of being heard is powerful on its own.
Once you understand the issues, work together to identify what's within your control to change and what isn't. Be honest about constraints while actively problem-solving on areas where you can make a difference. Focus coaching conversations on their development, career goals, and finding aspects of their work that can reignite their engagement.
When coaching an overwhelmed employee, start by helping them prioritize. Often people feel overwhelmed because everything seems equally urgent and they don't know where to focus their energy. Work with them to identify their top three priorities and discuss what can be delegated, delayed, or dropped entirely.
Look at whether their workload is actually manageable or if you need to redistribute responsibilities across the team. Teach them time management strategies and help them set boundaries around their time. Check in regularly to make sure they're not sliding back into overwhelm, and model healthy work-life balance yourself.
Effective coaching takes practice, patience, and the right tools to track progress and maintain accountability. When done well, it creates a culture where employees feel supported in their development and empowered to tackle new challenges. The time you invest in coaching today pays dividends in improved performance, higher retention, and a stronger team overall.
Ready to take your coaching to the next level? C2 Perform provides managers with the tools and frameworks they need to develop their teams systematically and measure the impact of their coaching efforts. Schedule a demo today to see how our platform can help you become a more effective coach and build a high-performing team.