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The Problem
The Problem
Managers at Gilbert’s Pharmacy were expected to conduct performance conversations that reinforced the organization’s core values—such as patient safety, efficiency, and a welcoming environment. However, these conversations were often inconsistent and lacked structure.
Managers at Gilbert’s Pharmacy were expected to conduct performance conversations that reinforced the organization’s core values—such as patient safety, efficiency, and a welcoming environment. However, these conversations were often inconsistent and lacked structure.
As a result:
As a result:
- Conversations focused on correcting mistakes rather than exploring root causes
- Employees were not consistently involved in identifying solutions
- Connections between employee behavior and organizational values were often missed
This limited the effectiveness of coaching conversations and reduced opportunities to improve employee performance.
This limited the effectiveness of coaching conversations and reduced opportunities to improve employee performance.
What I discovered
What I discovered
The issue initially appeared to be related to coaching quality, but the analysis revealed a deeper gap:
The issue initially appeared to be related to coaching quality, but the analysis revealed a deeper gap:
- Managers lacked a shared framework for conducting coaching conversations
- Discussions focused on tasks and errors, not underlying causes
- Feedback did not consistently connect behaviors to patient care and operational outcomes
- Employees were often given direction instead of being guided to solutions
The gap was primarily a skills and process issue, not a lack of effort or intent.
The gap was primarily a skills and process issue, not a lack of effort or intent.
Managers needed a structured approach to guide conversations, encourage reflection, and connect actions to the organization’s core values.
Managers needed a structured approach to guide conversations, encourage reflection, and connect actions to the organization’s core values.
My Approach
My Approach
I focused on introducing a clear, repeatable coaching framework that aligns conversations with both performance improvement and organizational values.
I focused on introducing a clear, repeatable coaching framework that aligns conversations with both performance improvement and organizational values.
Using action mapping, I identified the key behaviors managers needed to perform:
Using action mapping, I identified the key behaviors managers needed to perform:
- Structure conversations using the GROW model
- Ask targeted coaching questions at each stage
- Connect employee actions to core values and outcomes
This ensured the training emphasized how to coach, not just what coaching is.
This ensured the training emphasized how to coach, not just what coaching is.
The Solution
The Solution
I designed a scenario-based training experience that helps managers practice structured coaching conversations using the GROW model.
I designed a scenario-based training experience that helps managers practice structured coaching conversations using the GROW model.
The training focuses on helping managers:
The training focuses on helping managers:
- Identify the correct stage of a coaching conversation (Goal, Reality, Options, Will)
- Select appropriate coaching questions for each stage
- Connect employee behaviors to organizational core values
Learners engage in realistic scenarios where they practice making coaching decisions and receive feedback on their choices.
Learners engage in realistic scenarios where they practice making coaching decisions and receive feedback on their choices.
This approach builds a consistent coaching process and shifts conversations from directive feedback to collaborative problem-solving.
This approach builds a consistent coaching process and shifts conversations from directive feedback to collaborative problem-solving.
Impact/Results
Impact/Results
This solution addresses the root cause—lack of structure in coaching conversations—by providing a clear framework managers can apply consistently.
This solution addresses the root cause—lack of structure in coaching conversations—by providing a clear framework managers can apply consistently.
Expected impact:
Expected impact:
- More structured and effective coaching conversations
- Increased employee engagement in problem-solving
- Stronger alignment between daily behaviors and organizational values
- Improved performance outcomes tied to patient care and operational standards
Success would be measured by:
Success would be measured by:
- Consistent use of the GROW model in coaching conversations
- Improved quality of performance discussions
- Stronger connections between feedback and core values
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