Make the expectation clear. Practice the next step.

Start with the work that needs attention

For professionals improving their own work, managers supporting an employee, or teams trying to make a shared expectation easier to follow. Bring a situation you can describe: an incomplete handoff, unclear ownership, an onboarding step that keeps being missed, or feedback that has not led to a useful next action.

The first question is what the work requires and what the person understands. A written standard, an assumption about effort, and an observable behavior are different things. Coaching creates space to separate them and decide where teaching, practice, communication, or support would help.

A situation to bring to coaching

For example, two colleagues keep leaving the same task for each other. Rather than starting with a judgment about attitude, describe the task, the handoff, and the effect on the next person. Check whether ownership and the completion standard were actually clear. Then discuss a specific action and a way to review the handoff.

This is a practice example, not a claim about a past client. Your own situation and workplace policies shape the conversation.

How an engagement can work

• Clarify the expectation and the observable behavior you want to work on.
• Identify a skill, communication gap, competing demand, or support need.
• Practice a useful explanation or feedback conversation, with specific examples.
• Agree on an action to try and what you will review afterward.

Support can include individual reflection, conversation practice, clearer onboarding expectations, or a scoped team discussion. Agree what is included before work begins. The DIRECT Feedback Model can support behavior-focused conversations when it fits the need.

Choose a manageable scope

Online coaching uses Google Meet by default. Individual coaching, team workshops, and in-person options can be discussed. Format, timing, responsibilities, and price are agreed for the situation. Coaching supports learning and workplace action; it does not promise a particular performance or retention result.

For decisions and relationships involved in leading others, explore leadership coaching. Restaurant food-safety education and the learning library are available through Peak Shift.

Bring one clear example

Tell Quinn your role, the expectation or skill you want to work on, and the kind of support you need. Keep employee records and confidential details out of an initial email.