"I Think You Can Do More"
In this spoken monologue, the speaker recounts a recent coaching conversation with a direct report whose output was below expectations. The manager frames the feedback positively, stating belief in the employee’s potential rather than labeling them lazy. He asks a series of diagnostic questions to pinpoint the cause of underperformance—unclear expectations, lack of knowledge, motivation, or blockers. The employee identifies an external blocker and estimates the time needed for a current task (three weeks). The manager then challenges the employee to take on additional work and deliver it quickly, which the employee accomplishes by the end of the night. The story illustrates a practical, supportive coaching approach that leverages clear expectations, motivational framing, and stretch assignments to unlock higher productivity.
