Selected work · Capability overview
Manager Coaching
Make coaching quality visible in business performance.
Coaching and corrective actions were already happening, but warranty and membership performance remained below expectation. I introduced a seven-criterion quality standard and measured the conversation itself.
Proof story 04 · GameStop · Denver district · 2021 · 15 stores
Manager coaching: measure the behavior in the room
The district already had coaching activity and corrective actions. I added a consistent quality standard, observed the conversations themselves, coached managers against what the observations showed, and tracked whether stronger coaching was accompanied by movement in the business outcomes managers were accountable for.
- Problem
- Coaching and corrective actions were happening, but district performance was not improving. Warranty attachment was 18% against a 30% expectation, membership was 12% against an 18% expectation, and turnover was high.
- Intervention
- A seven-criterion quality standard, applied by observing and scoring the conversation itself before and after.
- Result
- District warranty attachment improved 18% → 29% and membership 12% → 21% during the six-month period. Observed coaching quality improved 54% → 87%, while corrective actions fell 25 → 19 across matched six-month periods.
- Defined the coaching-quality standard and the observation rubric
- Observed and scored coaching conversations before and after the intervention
- Coached managers individually against what the observations showed
- Tracked warranty, membership, and corrective-action movement across the six-month measurement period
Results
What actually moved
18% → 29%
District warranty attachment over six months · expectation 30%
12% → 21%
District membership over six months · expectation 18%
54% → 87%
Observed conversations meeting the coaching-quality standard
25 → 19
Performance-related corrective actions, matched six-month periods
District warranty attachment
Baseline → Six months
District expectation: 30%.
District membership
Baseline → Six months
District expectation: 18%.
Coaching conversations meeting the standard
Before → After
20 of 37 observed conversations before · 40 of 46 after, against the same rubric.
Formal performance-related corrective actions
Prior period → Matched period
Matched six-month periods.
Coach to Performance · 2021 · 15 stores
The quality standard, as it was actually applied
Coaching was already happening, but the district was still missing warranty and membership expectations. The rubric made coaching quality observable so managers could diagnose the real performance constraint and follow through against a consistent standard.
| Observed behavior | 1Not Demonstrated | 2Partially Demonstrated | 3Demonstrated / Meets Standard | 4Strongly Demonstrated |
|---|---|---|---|---|
| Identifies a specific performance gap | ||||
| Uses observable evidence rather than assumptions | ||||
| Diagnoses the cause as skill, will, or environment | ||||
| Asks questions before prescribing a solution | ||||
| Agrees on a specific behavioral change | ||||
| Establishes a defined follow-up point | ||||
| Returns to the issue and closes the loop |
- Skill
- The person does not yet know how, or cannot yet do it reliably.
- Will
- The person can do it and is choosing not to, or does not see why it matters.
- Environment
- Something outside the person — process, staffing, tools, conflicting direction — is preventing it.
| Measure | Before | After | Basis |
|---|---|---|---|
| District warranty attachment | 18% | 29% | District KPI · expectation 30% |
| District membership | 12% | 21% | District KPI · expectation 18% |
| Conversations meeting the coaching standard | 20 of 37 (54%) | 40 of 46 (87%) | Direct observation against the rubric |
| Performance-related corrective actions | 25 | 19 | Matched six-month periods |
The coaching conversation is the behavioral unit of measure. Warranty, membership, and corrective actions are district-level operating outcomes tracked across the same six-month period.
Interactive
Diagnose before choosing the intervention
A fictional scenario built for this portfolio. Pick a first move and see the reasoning.
Portfolio demonstration · newly created fictional scenario
Diagnose before choosing the intervention
A short interactive walk through how I move from a symptom to an intervention. This is a fictional scenario written for this portfolio, not a historical course or a validated assessment.
- 1. Situation
- 2. Investigate
- 3. Respond
- 4. Follow-up
The situation
A capable employee repeatedly misses changing priorities. Their manager is considering a formal performance response.
You have one conversation with the manager before anything is decided. What do you want to know?
Third-party evidence
What people who worked with me observed
LinkedIn recommendations from people who saw this work up close.
She set a direction people could get behind, coached me toward real growth, and never dropped a commitment.
Kenneth Nguyen
Direct report
Danielle is also great with managing people and gives them the tools to grow and develop.
Gregory Crawford
Direct report