Four practical tools for leaders who coach

Not all coaching is question-based. Leaders who coach at work need tools and techniques that work alongside their coaching questions to build a high-performing team.

Just like a builder needs to select the right tools at each stage of the construction process to ensure a solid structure, leaders should ensure they choose the right tools to support them at various stages of the coaching process.

Here, we’ll examine four popular tools for leaders who coach and to deploy them effectively. 

• PDCA (Plan, Do, Check, Act).
• The SBI Feedback Tool.
• KPIs and OKRs.
• The SMART Model (for delegation).

Laying the foundation: PDCA (Plan, Do, Check, Act)

PDCA is the cornerstone of continuous improvement for leaders, much like a builder laying a strong foundation for her house. This structured approach to tackling challenges and building on success was popularised by W. Edwards Deming, based on earlier work by Walter A. Shewhart in Quality Management.

How it works:

1. Plan: Identify objectives and strategies. Engage team members by asking, “What’s the best approach to achieving our goals?”.
2. Do: Implement the plan. Use coaching questions like, “What support do you need to deliver this?” to foster ownership.
3. Check: Review outcomes against the plan. Guide reflection with prompts like, “What worked well? What could have been better?”.
4. Act: Apply lessons to future cycles. Encourage the team to see this phase as an opportunity for growth.

You can make PDCA part of your team’s rhythm. Regular cycles instil a mindset of continuous improvement and resilience.

Framing feedback: The SBI tool

Feedback is the cement that supports the team’s entire structure. Developed by the Centre for Creative Leadership (CCL), the SBI™ tool – Situation, Behaviour, Impact – offers a clear and simple way to deliver effective feedback.

How it works:

1. Situation: Describe the specific context. Example: “During yesterday’s team meeting…”
2. Behaviour: Highlight the observable actions. Example: “…you interrupted Sarah while she was presenting.”
3. Impact: Explain the effect of the behaviour. Example: “…which made it hard for her to share her ideas fully.”

The beauty of SBI is it creates feedback that is specific, actionable, and focused on behaviours rather than personalities. In other words, you can be sure you’re focused on the problem, not the person.

Measuring progress: KPIs and OKRs

KPIs (Key Performance Indicators) and OKRs (Objectives and Key Results) are like blueprints for a house, ensuring everyone knows what they’re building and how progress will be measured. 

While KPIs have been widely used in business management for decades, OKRs were introduced by Andy Grove at Intel and later championed by John Doerr, who helped popularise them in modern performance management.

How they work:

• KPIs: Measure ongoing performance. Example: “Achieve a 95% customer satisfaction rate.”
• OKRs: Define one-off goals with measurable outcomes. Example: Objective: “Expand market share in Q1.” Key Results: “Increase new client acquisition by 20%.”

Balance ambition with achievability in your KPIs and OKRs. Use coaching to ensure alignment between individual goals and team objectives.

Delegating effectively: The SMART model

Delegation is the roof that brings everything together, protecting the structure from collapse under the leader’s workload. The SMART model (Specific, Measurable, Achievable, Relevant, Time-bound) is widely recognised as a structured approach to setting clear expectations in delegation and goal setting.

Originally developed in the 1980s by George T. Doran, it ensures that tasks are well-defined and actionable.

How it works:

1. Specific: Clearly define the task or responsibility. Example: “Prepare a report on customer engagement metrics.”
2. Measurable: Identify how success will be tracked. Example: “Ensure the report includes engagement trends from the past six months.”
3. Achievable: Ensure the task is realistic within given constraints. Example: “Use available data sources without needing additional research.”
4. Relevant: Align the task with team or business objectives. Example: “The report will support our Q2 marketing strategy.”
5. Time-bound: Set a clear deadline. Example: “Submit the report by next Friday at noon.”. Example: “What needs to be achieved?”

Delegation isn’t about offloading work – it’s about ensuring accountability and clarity. Using the SMART model allows leaders to structure delegation in a way that is clear, trackable, and aligned with organisational priorities.

Next steps: Building your coaching toolbox

1. Start small: Introduce one tool at a time to your leadership practice. For example, use PDCA in your next project review.
2. Practice feedback: Experiment with the SBI tool to provide clear, constructive feedback in your next one-to-one.
3. Set goals: Align team objectives with KPIs and OKRs, ensuring they’re measurable and motivating.
4. Delegate wisely: Apply the SMART model to structuring delegation effectively and ensuring accountability.

By integrating these tools into your coaching approach, you’ll not only strengthen your leadership but also create a culture of trust, clarity, and continuous improvement. 

Like building a house, your success in building your team lies in the quality of your tools and the care with which you use them.