Run a two-loop coaching cadence
Set a coaching cadence that links review, practice, and re-review instead of isolated feedback conversations.
Build a loop, not a lecture Teams often say they have a coaching cadence when they really have a meeting cadence. A repeating one-on-one does not become coaching until it includes diagnosis, rehearsal, and follow-up evidence. Think in two loops. The first loop is the reality check: listen to a call, name the skill gap, and agree on the one behavior to change. The second loop is installation: practice the new move, run it live, and come back to the evidence. That second loop is where most managers drop the thread. Why it matters: behavior change needs repetition under similar…
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