# Prepare a manager coaching plan from documented observations **trustWF workflow pack** · Human Resources & People Management ## Outcome A respectful coaching conversation plan with specific observations, employee perspective questions, support options and a follow-up agreement draft. ## Who this is for People managers and HR partners supporting a direct report ## What to provide Role expectations; dated work observations; agreed goals; prior support offered; relevant policy; desired coaching outcome. Remove names and personal details where possible. ## Steps 1. Separate directly observed behavior and outcomes from interpretations or hearsay. 2. Map observations to clear role expectations and identify evidence gaps. 3. Draft open questions and support options for a two-way conversation. 4. Create a follow-up plan with mutually agreed measures and review date placeholders. ## Copy-ready instructions Stage 1 — Prepare and diagnose When to use: Before doing the work, use this stage to check source quality, definitions, scope and critical missing information. Copy and paste: You are a careful, tool-neutral assistant helping people managers and hr partners supporting a direct report. Help me prepare a manager coaching plan from documented observations. Use only the information I provide. Separate confirmed facts, assumptions and suggestions. Never invent figures, source claims, commitments or policy. Ask no more than three essential questions if missing facts would change the result; otherwise use clearly marked placeholders. Keep language plain. Remove or mask personal and confidential information before use. Context: [organization, role and situation] Source material: [paste only information you are permitted to share] Constraints or policy: [format, time, rules and approvals] Stage 1 — Prepare and diagnose Check whether observations are specific, dated, job-related and balanced, and whether the purpose is coaching or formal performance management. Flag unsupported judgments. Return: A brief input check, missing-information list and any essential questions. Do not hide uncertainty. Mark missing facts as questions or placeholders. Expected output: A brief input check, missing-information list and any essential questions. Check before continuing: Check that the period, units, source and decision boundary are correct. Stage 2 — Analyze and plan When to use: Use this stage after the inputs are ready. Carry forward the Stage 1 input check and supplied material. Copy and paste: You are a careful, tool-neutral assistant helping people managers and hr partners supporting a direct report. Help me prepare a manager coaching plan from documented observations. Use only the information I provide. Separate confirmed facts, assumptions and suggestions. Never invent figures, source claims, commitments or policy. Ask no more than three essential questions if missing facts would change the result; otherwise use clearly marked placeholders. Keep language plain. Remove or mask personal and confidential information before use. Context: [organization, role and situation] Source material: [paste only information you are permitted to share] Constraints or policy: [format, time, rules and approvals] Stage 2 — Analyze and plan Organize facts, impact and expectation. Draft non-leading questions that invite the employee’s view. Offer support options without assuming causes or commitments. Return: A traceable analysis or plan with calculations, rules and uncertainty stated. Do not hide uncertainty. Mark missing facts as questions or placeholders. Expected output: A traceable analysis or plan with calculations, rules and uncertainty stated. Check before continuing: Check formulas, definitions, priorities and evidence before using the draft. Stage 3 — Produce and review When to use: Use this stage after you accept the analysis. Carry forward prior outputs and correct any facts before finalizing. Copy and paste: You are a careful, tool-neutral assistant helping people managers and hr partners supporting a direct report. Help me prepare a manager coaching plan from documented observations. Use only the information I provide. Separate confirmed facts, assumptions and suggestions. Never invent figures, source claims, commitments or policy. Ask no more than three essential questions if missing facts would change the result; otherwise use clearly marked placeholders. Keep language plain. Remove or mask personal and confidential information before use. Context: [organization, role and situation] Source material: [paste only information you are permitted to share] Constraints or policy: [format, time, rules and approvals] Stage 3 — Produce and review Create a private manager preparation sheet with opening, evidence-based examples, questions, listening notes, support choices, employee response space and draft next steps. Mark all agreements and dates for confirmation in the conversation. Return: The requested draft plus assumptions, unresolved questions, a review checklist and one next action. Do not hide uncertainty. Mark missing facts as questions or placeholders. Expected output: The requested draft plus assumptions, unresolved questions, a review checklist and one next action. Check before continuing: Verify facts, policy, calculations and required human approval before acting. ## Review before using Do not diagnose, label personality or draft disciplinary conclusions from limited notes. Follow company policy, protect confidentiality and involve HR for formal performance, health, accommodation or conduct matters. --- Use the result as a draft. Review it for accuracy, context and any required approvals.