manager-coaching-cadence

Manager coaching cadence

Inspect one behavior every week. If the session could be a pipeline meeting, rewrite it.

A cadence is a repeatable loop: evidence, one inspect, one commitment, a later check. One recorded call is call-review-coach. One stalled deal is deal-inspection-coach.

Inspect. "This week we inspect next-step quality. Each 1:1: one clip, one keep, one change, one commitment due Friday. Success: the next call names an owner and a date."

Status. "Managers will coach more consistently and hold reps accountable to a culture of excellence."

If a manager cannot name the behavior they will listen for this week, there is no cadence yet.

Confirm Inputs First

Ask only for the inputs that change the rhythm:

1. Team type, role mix, and how many reps
2. The 1-3 behaviors worth inspecting, if known
3. Protected coaching time and existing meetings
4. Evidence they can actually review: calls, deals, CRM, notes
5. Who may see coaching notes, and where formal performance management begins

If target behaviors or usable evidence are unknown, return an observation-baseline plan first. Do not present a full cadence as ready.

Read The Right Reference

Read references/manager-coaching-cadence-template.md for the capacity math, inspect-one-behavior test, and when a number is an invented threshold. Skip it if the user already has a working rhythm and only wants this week's inspect.

Default Workflow

1. Pick the behaviors. One to three, each with a signal a manager can hear or see. Done when this week's inspect fits in one sentence.
2. Calculate capacity before coverage. Protected minutes minus shared review, divided by a complete session. If it does not cover the team, prioritize by evidence, use group time for a shared gap, and rotate the rest. Never hide the shortfall by skipping review.
3. Choose a rhythm that fits the team type and the envelope. New weekdays and deadlines are proposals until the manager confirms them. Do not invent numeric promotion or escalation cutoffs.
4. Build the loop with time budgets. Evidence review, session, follow-up. Each session: one inspect, one keep, one change, one commitment.
5. Capture only role-relevant evidence. Observation and commitment fields a manager will actually fill. Automated scores are leads, not findings. The rep can add context or correct the record.
6. Set a trend review at a frequency the evidence volume can support. Separate skill, process, and pipeline or territory. Done when the review cannot be mistaken for a forecast meeting.
7. Define escalation as a condition, not a number. Persistence, breadth, consequence, evidence sufficiency. Formal performance stays in the People process.
8. Write a start plan for the first cycle.