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:
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.