Help me prepare a coaching conversation with [EMPLOYEE ROLE] about [COACHING TOPIC]. The specific observed facts are [OBSERVATIONS]. The expected standard or impact on the team is [EXPECTED STANDARD]. Relevant context, prior support, constraints, and the employee's stated perspective are [CONTEXT]. The outcome I need from this conversation is [DESIRED OUTCOME]. Treat this as developmental coaching, not a diagnosis or a legal determination. Do not infer motive, character, protected status, health information, or intent from the facts. Distinguish an isolated mistake from a pattern, and do not turn performance coaching into discipline without the appropriate HR process. Produce: 1. A private-conversation plan with a neutral opening, the facts to describe, and the business or team impact.
2. Six open questions that invite the employee's perspective before solutions are proposed.
3. Two to three observable expectations, each with an owner, due date, and evidence of completion.
4. Support I can reasonably offer, such as practice, clearer priorities, examples, training, or a check-in.
5. A short recap email that records agreements without sounding punitive.
6. A follow-up agenda for [FOLLOW-UP DATE].
Use behavior-impact language rather than labels such as "unreliable" or "not a team player." Before answering, check that every concern is tied to an observation and every action is measurable. Flag where I should consult HR, such as possible policy, accommodation, discrimination, safety, or formal performance-management issues. Ask up to 3 clarifying questions only if a required input is missing.Fill in
| Placeholder | What to enter | Example |
|---|---|---|
| [EMPLOYEE ROLE] | Enter the employee's role and relevant level or responsibilities. | Customer support specialist, six months in role |
| [COACHING TOPIC] | Enter the skill, behavior, or work outcome to address. | closing tickets with complete notes and accurate handoffs |
| [OBSERVATIONS] | Enter dated examples of observable actions, work output, or missed expectations. | On Sept. 8, 12, and 15, tickets were closed without the promised next step recorded; two were reopened by the next shift |
| [EXPECTED STANDARD] | Enter the agreed standard and the impact when it is not met. | every resolved ticket records the customer request, action taken, and next owner; missing notes causes repeat work and slower replies |
| [CONTEXT] | Enter prior feedback, available support, constraints, and the employee's perspective if known. | we discussed this on Sept. 10; the specialist said peak-hour ticket volume makes documentation hard; a team template exists |
| [DESIRED OUTCOME] | Enter what a successful change would look like. | consistent use of the template on all tickets over the next two weeks |
| [FOLLOW-UP DATE] | Enter the planned date for reviewing progress. | September 30 |
How to use
- Write observations as dates, actions, and effects, removing judgments about attitude or intent.
- Paste the prompt and use the question set to listen before offering the action plan.
- Adapt commitments to the employee's actual constraints and your organization’s policies.
- Follow up with: "Rewrite the recap in my usual tone and make the success evidence a weekly sample of 10 tickets."
Variations
New manager coaching
Use this to coach a first-time manager on one management skill.
Help me coach a new manager, [MANAGER ROLE], on [SKILL]. I observed [EXAMPLES], and the expected effect on the team is [STANDARD]. Their current context and strengths are [CONTEXT]. Create a 30-minute coaching plan with an opening, reflective questions, one practical model to teach, a short role-play scenario, and one behavior to practice this week. Define evidence to review at [FOLLOW-UP DATE]. Do not infer intent from examples. Check that feedback names observable behavior and that the practice fits the manager's scope.
Career development
Use this for a growth-focused conversation, not a performance issue.
Prepare a career-development conversation with [EMPLOYEE ROLE]. Their stated interests are [INTERESTS], current strengths are [STRENGTHS], and opportunities in the next [TIMEFRAME] are [OPPORTUNITIES]. Output questions to clarify direction, a gap analysis tied to a possible next role, two stretch assignments with scope safeguards, a development plan, and a manager support plan. Separate confirmed openings from possibilities. Do not promise promotion, compensation, or a role that has not been approved. Check that development actions build relevant evidence rather than just adding training.
Difficult feedback
Use this for one sensitive but work-related behavior pattern.
Prepare a respectful feedback conversation about [BEHAVIOR] with [EMPLOYEE ROLE]. The observable examples are [EXAMPLES], and the impact is [IMPACT]. My desired immediate change is [OUTCOME]. Write a factual opening, questions to understand context, a clear request, boundaries, and a brief follow-up note. Avoid diagnosing personality or attributing motives. Flag any issue involving harassment, threats, discrimination, safety, accommodation, or formal discipline for HR review. Check that each claim is supported by an example I supplied.
Tips
- Bring two or three recent examples, not a summary judgment built over months. The employee should be able to understand exactly what needs to change.
- State the impact on customers, quality, deadlines, or teammates; avoid turning a work conversation into a verdict on personality.
- End with evidence that both people can inspect, such as a completed checklist, reviewed work sample, or delivery date.
- Keep private health, accommodation, and protected-status information out of ordinary coaching notes and follow your organization’s HR process when those issues arise.
FAQ
Can AI write a performance-improvement plan?
It can draft measurable language from verified facts, but formal performance management should follow your organization’s HR and legal process.
How direct should a coaching conversation be?
Be direct about the observed behavior, impact, and expected change. Leave room to hear context before deciding what support or adjustment is appropriate.
Should I send a recap email after coaching?
Usually, yes. Keep it factual and concise: agreements, support, timing, and what you will review together.