Coaching Manager to Coach

Case Study: Poor Performance. Turnover. CoNflict.

This department had a history of mediocre performance, lack of direction and undercurrent of conflict and negativity.  Manager sought to be “friends” with the staff in the effort to “manage.” She recently transitioned from clinical expert.


Manager Staff (52)


Low benchmarks (Satisfaction scores) Turnover Conflict

No one was taking responsibility for outcomes. Staff blamed each other when work was not completed, and the manager blamed the staff for the poor performance. The manager was not holding any of the staff accountable or finding solutions. This eroded staff’s confidence that anything could change; complacency took over. We used the Innovation Lab as a jumpstart to engage staff in problem solving poor performance.

Action Plan

It was important to engage the staff and manager in the improvement process.  We used the Coaching for Performance to increase ownership among staff and help the manager make the transition from staff to leadership.

Innovation Lab

Using agile lean approach to problem solving, a committee of select staff were convened to explore root cause of the poor performance. Initially this group felt they were powerless to change their behavior as a team. They were frustrated and scored themselves as a 2 out of 10, unable to turn their performance around. In a short period of time, with problem solving tools, they completely flipped and saw themselves as being able to transform their performance history. They scored themselves 8/ 10.

Coaching Manager to Coach

Manager’s need to be liked was confusing for staff. They wanted a strong decisive leader. We helped the manager make the transition from clinical expert to Manager. The Coaching for Performance program is a template driven coaching program that teaches managers to coach their staff.


This department flourished under the coaching program implemented by the manager. The manager used the template driven program, holding coaching meetings with staff, laying out clear goals and expectations. This empowered the manager, giving her a system to manage and engage her team.

Staff created a “Reliability Index,” a self evaluation tool used to identify those attitudes that positively and negatively impacted performance. This empowered staff to govern themselves.

  • Satisfaction scores improved 60% (3 mo)
  • Staff complaints decreased by 70%
  • Manager completed her rounds – 95%

During the Innovation Lab, staff determined that “attitude” was the most significant contributor to performance. They developed the “Reliability Index” as a peer review tool. This was randomly used and scores posted. The manager also addressed specific comments with individual staff in her coaching sessions.


Reliablity Index


Coaching Sessions Completed


Reduction in Ongoing Projects

Cups Of Coffee

When you coach your staff they go beyond what they thought possible. They begin to innovate and solve problems. Performance increases.

 Coaching, as a way of leading,  produces the best engagement and the best results.

We found most leaders do not know how to coach their team. We have a system that gives you everything you need for success.