Coach others to boost morale and performance

You notice a quiet teammate quietly nailing deadlines but never volunteering ideas. You invite her to a weekly check-in over coffee. As you sit down, you say, “Last week when you simplified our report template, it saved us hours. How did that process feel for you?” She lights up, detailing her method. Then you say, “I wonder if you’d like to try leading our next client call? I think your clear structure could really impress them.” She smiles—confident, seen, and motivated.

Above all else, coaching starts with genuine curiosity. Studies show that when managers ask employees to self-assess before giving feedback, performance and engagement rise significantly [32]. Encouraging someone’s self-reflection taps into their intrinsic motivation, making your advice feel less like a lecture and more like a partnership.

When you praise specific behaviors, you reinforce exactly what works, wiring those neural pathways for repetition. And targeted suggestions—one or two bites of growth, not a buffet—prevent overwhelm. Over time, each brief, structured conversation builds trust and propels skill development.

So start today by booking a fifteen-minute chat with someone you lead or mentor. Ask genuine questions, listen deeply, and leave them with a single clear idea to strengthen their next step. You’ll be surprised at how far a little attention can go.

You slide a calendar invite to your teammate for a short weekly lunch. As you settle at the table, you begin, “I noticed how you streamlined our report last week; can you tell me what you learned?” You listen without interruption. Then, leaning forward, you suggest one clear idea—perhaps drafting the next outline on the whiteboard together—and ask, “Which part of that feels achievable first?” This single conversation shifts the day’s energy, turning routine work into a growth opportunity—try it this week.