BRIGHT STEP LEARNING — COACHING CONVERSATION
Shared purpose:
What the colleague wants to understand or improve:
Leader's role and boundaries:
What is fixed and what remains open:
Specific recent example:
Questions to clarify the situation:
Feasible options and relevant constraints:
Action the colleague chooses:
Support, timing and review evidence:

OPEN QUESTIONS
What is making this step difficult at present?
Which information or resource is missing?
What have you already tried, and what happened?
What alternative fits the actual requirement?
What would make a small trial useful and appropriately bounded?

FICTIONAL EXAMPLE
A colleague wants clearer handovers. The obstacle may be an unclear completion standard. Agree to test a short checklist on two fictional handovers and review whether the receiving person understands the next step. Do not claim the trial proves every future handover will work.

BOUNDARY CHECK
Provide necessary instruction when the person lacks procedural knowledge. Do not disguise a fixed management decision as an employee-owned choice. Personal or specialist matters may require a suitable support route; coaching is not therapy or an authorised formal investigation.

AFTER THE TRIAL
Review observations, learning and other influences. Keep only necessary appropriate notes. An undesired result can still produce useful learning and a clearer next action.