Tips for Coaching Your Employees

Cathie Leimbach • July 12, 2021

Coaching employees is a fundamental part of being a good manager. It keeps employees engaged, supports their professional development, and gets more things done more efficiently. Coaching is a learned skill. Too often, we think we are coaching when we are telling our employees what to do. Yet, quality coaching encourages them to proactively manage their own work.

 

Research shows that there is a significant ROI to coaching. It is a high value activity that positions employees to become better versions of themselves because you are helping them solve problems and accomplish goals. 

 

The ancient proverb, “If you give a man a fish, you feed him for a day. If you teach a man to fish, you feed him for a lifetime,” illustrates the benefits of coaching employees rather than giving orders or directives.  Let’s consider some examples that may help you shift your mindset and leadership style.


Example One – One of your employees may be struggling with a teammate’s defensiveness when receiving feedback from a peer.


Rather than saying, “ok, let’s bring him in here, and I’ll talk to him about it,” or “just be direct and let him know he needs to take feedback,” try the following coaching process.


  • Ask the employee who wants to discuss this concern with her colleague questions to help her think through how to approach him:

        -  “What is one example of when he doesn’t accept feedback?”

        - “How do you want him to feel when receiving feedback?”

        - “How can you help him feel that way?”


By answering your questions, your employee has an opportunity to think through how to approach her colleague to reassure him that she respects him and encourage him to see the benefit of receiving the feedback she is offering.


Example Two – A manager who reports to you may be lacking intellectual curiosity. When her team shares good ideas, she nods and smiles, but the ideas never make it into a plan. 


Rather than saying “you’re not listening,” which may trigger defensiveness, or “hey, this is no big thing, but you need to listen better”, which would be just one more piece of feedback to ignore, try the following:


  • Observe when this behavior pops up. Is she always resistant to other people’s ideas, or does this only happen sometimes? Get some confidential feedback from other teammates, including how this behavior makes them feel. 


  • Share your observations and the themes that you see in other teammates’ observations and feelings. Then ask questions to help her realize the benefits of considering and valuing other people’s ideas when making decisions. Your comments may be something like this:

        -  “When someone shares an idea with you, and you don’t engage, they feel discouraged.”

        -  “I wish when ideas were put forth, you took your time to consider them.” “If you don’t like the idea, at least explain your reasoning.”

        - “What comes into your mind when your team members share ideas with you?


You may uncover that she was blind to the pattern. Hearing how her behavior affects others on the team will often create new self-awareness and change behavior, positively impacting the whole team.


Becoming a stronger coach for your team takes practice.  Learning coaching skills and consistently using them will increase your confidence and help you and your team become more effective. Plan on have one-on-one coaching sessions with each of your employees regularly to clarify goals, deal with potential stumbling blocks, and improve their performance. 

Trust-Building Conversations

By Cathie Leimbach • June 30, 2026
Most workplace tension doesn't come from major conflicts. It comes from too few conversations. A disappointment that was never discussed. A broken agreement that was never repaired. Appreciation that was never expressed. Over time, these "withholds" create friction that slows collaboration, weakens trust, and makes even simple conversations feel difficult. The strongest teams don't avoid tension—they address it early. Research highlighted in a recent McKinsey article found that unresolved tensions can significantly reduce team effectiveness, while high-trust teams consistently outperform their peers. The difference isn't the absence of problems. It's the willingness to talk about them. One of the most practical leadership habits is creating regular opportunities for transparent interaction. That includes appreciation. People should hear what they're doing well far more often than they hear about their shortfalls. Specific, genuine recognition builds trust over time. Those trust deposits matter because once positive relationships are built, difficult conversation are more likely to accept the message . When correction is needed, reinforce that you value the person, even though they aren’t perfect. The goal is growth, not judgment. But leaders should be careful not to make appreciation transactional. If positive feedback has been absent for months, suddenly offering praise immediately before a critique usually feels insincere. Trust is built through a steady pattern of recognition, encouragement, and honest conversation—not a last-minute compliment. Transparent leaders also address issues early. Small frustrations become large resentments when left unresolved. Teams that clear the air quickly spend less energy managing tension and more energy producing results. The result? Less friction. More trust. Stronger relationships. Better performance. Because healthy conversations don't just solve problems—they strengthen the team. Free Leader Guide: 5 Practices for Trust-Building Conversations The best leaders don't wait for tension to become conflict. They build trust before it's needed. Download our 5 Practices for Trust-Building Conversations guide to learn practical ways to strengthen relationships, reduce friction, and create a culture where honest conversations lead to better performance. Download the guide and start building trust one conversation at a time.

Speaking Up Is Not Defiance. It's Duty.

By Cathie Leimbach • June 23, 2026
Most leaders say they want employees to speak up. They want people who spot risks, question assumptions, and help the organization make better decisions. Yet many employees hesitate to do exactly that. Why? Because leaders often respond to speaking up as if the speaker is complaining, criticizing or resisting. When people fear being viewed as difficult, they stop sharing what they see. The organization loses valuable information, ideas, and perspectives. A recent McKinsey article found that teams with high psychological safety are two to three times more likely to generate breakthrough ideas. When people feel safe speaking up, better thinking follows. The best leaders understand a simple truth: Speaking up is not defiance. It's duty. When employees question assumptions, raise concerns, or offer a different perspective, they are helping the team avoid blind spots and make stronger decisions. That's why effective leaders don't merely tolerate speaking up—they invite it. They ask: What are we not seeing? What assumptions are we making? Who might see this differently? What information are we missing? Just as importantly, they respond with curiosity instead of defensiveness. They thank people for expressing their perspective. They explain how input influenced decisions. They make speaking up safe. Because organizations don't improve when everyone agrees. They improve when people feel responsible for helping the team see what others may have missed. In healthy organizations, speaking up isn't rebellion. It's responsibility. It's duty. Leadership Reflection Think about your last leadership team meeting. Did people simply agree? Or did someone help the team see something it otherwise would have missed? Download 5 Questions That Surface Better Thinking and make speaking up a productive part of how your team thinks, decides, and performs.