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Rodney Johnson

I came across this one, and I believe it needs to be in your list.

"What is needed?"

Angie Chaplin

Here are a couple questions to add:

"What does _______ look like to you?"

This next one gets a chuckle, but also gets people talking... "How's that working for you?"

Joan Schramm

Very helpful list, Steve -- I'll be passing it along to colleagues.

In situations where I'm coaching someone about a specific job performance issue, I like to ask, "How could you have handled that differently?"

Dan Erwin

Steve: McCarthy couldn't be more spot on. A major piece of my work is teaching people how to ask questions. Take for example, the sterotypical business of managing by wandering around, here are four: What's keeping you up at nights? What's most exciting for you right now? What are you working on? Where do you see we can improve?

One of my posts on questioning gets at an even broader rationale for asking questions: http://bit.ly/S2U3N

Steve Roesler

Dan, Rodney, Angie, Joan, and Dan,

Your questions have mushroomed into a concrete idea. Check the new post here for details: http://tinyurl.com/mevndk

I hope you'll be part of it!


Another option to "tell me more" is the question: What else? I find that when coaching to assist with a specific problem, using "what else?" a few times engages the brain to a deeper level and potential options for resolving the problem are uncovered.


I was in a recent interview for an upper management position, I was presented a question I had not pondered yet......
You have 3 workers, worker A is performing above average, worker B is performing at average, and worker C is below average. Who should you devote most of your time to developing, and why?....
I feel the answer is based on the managers methods, and decision making, is there a better answer?

Steve Roesler

Beth, I'm with you on that one. "What else?" is simple, natural, and kicks the brain into gear. Thanks!

Steve Roesler


This is a question faced by managers everywhere and the answer is, in part, determined by whether or not the organization has discussed their own philosophy and why they choose to follow it.

Here's my approach: If only presented with that information and unable to do a further diagnosis, think in these terms (Warning: baseball analogy coming):

If a ball player is hitting .300 and improves 10%, you've got a .330 hitter. Headed for the hall of fame.

If a ball player is hitting .250 and improves 10%, you've got a .275 hitter: able to stay in the big leagues and will probably be moved around from team to team as a utility player. Still average.

If a ball player is hitting .180 and improves 10%, you've got a .196 hitter. Should consider other career options.

If you were investing your money, where would you put it?

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