Page 30 - Law Society of Hong Kong MPMC Manual v8 - With checklists (1 March 2018)

Practice Management Course | Unit 3
Talent Management

• Know where you are headed with the conversation, but do not be so
scripted that you cannot adapt.

General coaching procedure

1. Agree to speak Making a commitment to the conversation is a small thing,
but it makes sure that the other person is engaged. For
example:
Hi [name], have you got a moment to talk?
If they say ‘no’, then agree to another time.
2. Agree to the agenda Do not just launch into it. For example:
I wanted to talk to you about [subject].
Wait for an answer – they might offer something straight up.
3. Agree to the problem This does not always mean telling them what the problem is.
People are better off owning the problem themselves.

First, find out about the problem. Some examples might be:
• Tell me about [problem]
• What do you think about [problem]?
• What are your thoughts about [problem]?
• Tell me why this keeps happening
• Can you tell me what’s going on?

Next, agree that it actually is a problem. If they do not think
that it is a problem, they will not try to solve it. Some
examples might be:
• What could be wrong with that?
• How do you think that impacts the rest of the team or
operations?
• Do you think that it fits with the expectations of your
job?

If it is a skill issue, solve the three problems:
• What to do: tell me what’s involved and what we’re
looking for?
• How to do it: do you understand the process? How do
you do that effectively?
• Skills to do it: what further training do you need? Do you
feel you have the skills to do it properly?
4. Show your When you show that you actually want to solve the problem,
willingness to solve then people feel comfortable that you are not ‘out to get
the problem them’. Some examples might be:
• I want to make sure that this doesn’t become a problem
for anyone, so…
• You’re a good worker and I want to make sure that this
doesn’t become a problem, so….
• I really want to help you fix this so that everyone comes
out on top, so…..

If possible, the other person is better off owning the
solution; he or she will typically be more motivated to
implement the solution if one feels invested in the outcome.
Only tell them what to do as a last resort. Some examples
might be:
• What do you think you can do next time?
• What can you do so this doesn’t happen again?
5. Agree to the action People say they will change because it makes them feel

© The Law Society of Hong Kong (2018) Page 26