Coach for Outcomes: The Cadence That Builds Capability

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“New year, new you!” What about “New year, new leader?”

“New year, new you!” What about “New year, new leader?”

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Raise your hand if you are a manager or supervisor who finds themselves responsible for employee performance .

Raise your hand if you are a manager or supervisor who finds themselves responsible for employee performance.

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One of the most intentional ways a leader can build trust with their team is through growth-focused conversations over time. Just as starting a health routine at the beginning of the year requires time, commitment, and intentionality from the leader, coaching does too. Think of these coaching conversations as a marathon, not a sprint! They need time and, generally speaking, are not quick wins. And just like a fitness routine, cadence and frequency matter—they directly affect the outcome.

One of the most intentional ways a leader can build trust with their team is through growth-focused conversations over time. Just as starting a health routine at the beginning of the year requires time, commitment, and intentionality from the leader, coaching does too. Think of these coaching conversations as a marathon, not a sprint! They need time and, generally speaking, are not quick wins. And just like a fitness routine, cadence and frequency matter—they directly affect the outcome.

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In the busyness of work and responsibilities, it is easy to treat coaching conversations as another item to check off a to-do list. But pause and consider: What is the goal of your coaching? How might that shape your preparation and engagement during these conversations?

In the busyness of work and responsibilities, it is easy to treat coaching conversations as another item to check off a to-do list. But pause and consider: What is the goal of your coaching? How might that shape your preparation and engagement during these conversations?

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Reflection: When you have coaching conversations with your team members, what is your goal? What motivates you to have the conversation?

Reflection: When you have coaching conversations with your team members, what is your goal? What motivates you to have the conversation?

Establish the Cadence

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Leaders often ask, “How often should I have coaching conversations with my employees?” My answer: It depends. Generally speaking, a leader can apply a coaching tone and intent to any employee interaction.

Leaders often ask, “How often should I have coaching conversations with my employees?” My answer: It depends. Generally speaking, a leader can apply a coaching tone and intent to any employee interaction.

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I often lean on the framework shared in It’s the Manager (Clifton & Harter, 2019), which outlines five types of coaching conversations that drive performance:

I often lean on the framework shared in It’s the Manager (Clifton & Harter, 2019), which outlines five types of coaching conversations that drive performance:

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  Orientation – Establish expectations and organizational alignment (typically at the start of a new role).

  Orientation – Establish expectations and organizational alignment (typically at the start of a new role).

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  Quick Connect – Ongoing touchpoints to support decisions, challenges, and recognition (often multiple times per week).

  Quick Connect – Ongoing touchpoints to support decisions, challenges, and recognition (often multiple times per week).

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  Check-In – Discuss workload, needs, and goals (usually 1–2 times per month).

  Check-In – Discuss workload, needs, and goals (usually 1–2 times per month).

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  Development Coaching – Explore career aspirations and growth opportunities (timing varies by organization and projects).

  Development Coaching – Explore career aspirations and growth opportunities (timing varies by organization and projects).

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  Progress Reviews – Formal dialogue to review progress, adjust expectations, and plan growth (typically 2–4 times per year).

  Progress Reviews – Formal dialogue to review progress, adjust expectations, and plan growth (typically 2–4 times per year).

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The goal isn’t to have all five conversations every week, but to understand their purpose and timing within the leader-employee relationship. Each type builds trust in different ways. As Clifton and Harter note, “With successful ongoing coaching, employees will put less energy toward misguided work efforts and unproductive politics that hurt the business.”

The goal isn’t to have all five conversations every week, but to understand their purpose and timing within the leader-employee relationship. Each type builds trust in different ways. As Clifton and Harter note, “With successful ongoing coaching, employees will put less energy toward misguided work efforts and unproductive politics that hurt the business.”

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If you’re a “calendar person” (as many of us are), I encourage leaders to schedule coaching conversations for 90 days. Scheduling coaching sessions well in advance sets the expectation that these conversations matter, they are intentional, and they are here to stay—not just a short-term initiative.

If you’re a “calendar person” (as many of us are), I encourage leaders to schedule coaching conversations for 90 days. Scheduling coaching sessions well in advance sets the expectation that these conversations matter, they are intentional, and they are here to stay—not just a short-term initiative.

Clarify the Purpose of the Coaching

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In building trust, I always encourage leaders to view coaching conversations as collaborative. As a leader, it is essential to understand each employee’s developmental readiness; not everyone on a team is the same. In Strengths-Based Leadership Coaching in Organizations (2016), MacKie discusses developmental readiness, which addresses an individual’s motivation to focus on and find meaning in their own development.

In building trust, I always encourage leaders to view coaching conversations as collaborative. As a leader, it is essential to understand each employee’s developmental readiness; not everyone on a team is the same. In Strengths-Based Leadership Coaching in Organizations (2016), MacKie discusses developmental readiness, which addresses an individual’s motivation to focus on and find meaning in their own development.

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Developmental readiness is essential to consider. Just because a leader aims to have coaching conversations with employees does not mean every employee is development-ready at all times. Still, just as with that health and fitness routine, the leader may maintain the cadence of the conversations.

Developmental readiness is essential to consider. Just because a leader aims to have coaching conversations with employees does not mean every employee is development-ready at all times. Still, just as with that health and fitness routine, the leader may maintain the cadence of the conversations.

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Though not every employee may be interested in career development or growth, coaching conversations have a tremendous impact on job performance. And, often, job performance and team performance are tied to outcomes.

Though not every employee may be interested in career development or growth, coaching conversations have a tremendous impact on job performance. And, often, job performance and team performance are tied to outcomes.

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Reflection: How might you adjust your coaching conversations to help an employee achieve outcomes?

Reflection: How might you adjust your coaching conversations to help an employee achieve outcomes?

Coach to Support Outcomes and Performance

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Effective coaching is not just about future career development. It really is about helping employees succeed in their current roles. Leaders can intentionally connect coaching conversations to the outcomes that matter most for the employee's job performance.

Effective coaching is not just about future career development. It really is about helping employees succeed in their current roles. Leaders can intentionally connect coaching conversations to the outcomes that matter most for the employee's job performance.

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A few examples of how a leader can do this include:

A few examples of how a leader can do this include:

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  Ensure the employee understands what success looks like in their role. How might you tie coaching conversations to key deliverables, priorities, and expectations?

  Ensure the employee understands what success looks like in their role. How might you tie coaching conversations to key deliverables, priorities, and expectations?

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  Allow space for the employee to share barriers to their work. How might you use coaching conversations to help employees uncover obstacles affecting their performance?

  Allow space for the employee to share barriers to their work. How might you use coaching conversations to help employees uncover obstacles affecting their performance?

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  Encourage the employee to engage in problem-solving and decision making

  Encourage the employee to engage in problem-solving and decision making

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How might you guide conversations so the employee is empowered to solve problems or make decisions rather than coming to you for answers?

How might you guide conversations so the employee is empowered to solve problems or make decisions rather than coming to you for answers?

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When coaching aligns with job-specific and role-specific outcomes, you are building trust. Employees often feel supported, engaged, and equipped to deliver. And, this type of coaching approach transforms coaching from a “nice-to-have” into a performance accelerator.

When coaching aligns with job-specific and role-specific outcomes, you are building trust. Employees often feel supported, engaged, and equipped to deliver. And, this type of coaching approach transforms coaching from a “nice-to-have” into a performance accelerator.

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Reflection: How might you adjust your coaching approach to align the coaching conversations with outcomes critical to the employee's performance?

Reflection: How might you adjust your coaching approach to align the coaching conversations with outcomes critical to the employee's performance?

Conclusion

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Coaching is not about simply adding more meetings to your calendar. Coaching conversations are time investments, not time expenditures. These conversations are intentional and growth-focused, aimed at ultimately building employee capability and a trusting relationship. By establishing a consistent cadence, clarifying purpose, and tailoring your approach to employee outcomes, you transform coaching from a task into a strategic advantage. Over time, this cadence will not only strengthen individual performance but also elevate your entire team.

Coaching is not about simply adding more meetings to your calendar. Coaching conversations are time investments, not time expenditures. These conversations are intentional and growth-focused, aimed at ultimately building employee capability and a trusting relationship. By establishing a consistent cadence, clarifying purpose, and tailoring your approach to employee outcomes, you transform coaching from a task into a strategic advantage. Over time, this cadence will not only strengthen individual performance but also elevate your entire team.