The Three Conversations of Effective Coaching


Employees are looking for regular feedback, authentic connections and a more collaborative relationship with their managers. As a result, coaching is getting a lot of attention as a way to unlock this connection and boost employee performance. But while it seems that everyone knows and talks about the importance of coaching and mentions that there should be more of it in their organization, many of these efforts still struggle to consistently translate good intentions into activity and noble goals into measurable behavior.
A great deal of emphasis is given to the “coaching conversations” between a manager and his/her direct report, and rightly so. They are fundamental to establishing a culture of engagement and productivity. However, the goals of coaching initiatives often fail to be realized because organizations are overlooking a pivotal factor: that there are actually three types of conversations that need to occur, not one. Using real-life examples, best practices and lessons learned from a successful global coaching implementation, this interactive session will discuss the three conversations that must be aligned, along with other often-overlooked factors required for a coaching initiative to achieve its intended results. You’ll take away a clear action plan for getting managers and employees on board with a coaching program that delivers on its promise.
In this highly interactive session you will learn:

  • The three interrelated conversations that impact coaching effectiveness and outcomes
  • The critical role an employee's unconscious beliefs and attitudes play in their success
  • How to equip managers to build trust with their employees and unleash their inner motivation to break through plateaus
  • A roadmap for building an effective coaching culture


Scottland Jacobson

Director, Global Learning and Development and Talent Acquisition, Russell Investments

Debbie Irving

Executive Partner, Integrity Solutions