Part of a real coaching conversation I had about a real issue in the workplace brought up by a manager in a nonprofit who bravely volunteered to be a part of a demonstration in front of his colleagues:
Me: Thanks for volunteering! So starting with one of the F words I gave you, say “because” and then fill in the rest.
Him: I feel frustrated because my employee is just doing the bare minimum.
Me: Ok, what does that look like–just doing the bare minimum?
Him: *goes into detail*
Me: I get it. Sounds like you’re irritated that he’s falling short of your expectations.
Him: Exactly. Like I said, bare minimum.
Me: So . . . bare minimum isn’t good enough for you?
Him: No, it’s not.
Me: But the definition of “bare minimum” IS “good enough.”
Him: *eyes get wide for a moment* I guess so.
Me: Does the employee think what he’s doing is good enough?
Him: Yeah, that’s the problem. I guess bare minimum isn’t good enough.
Me: Who determines what’s bare minimum in the workplace?
*Gasps of realization from the observers*
Him: *chuckling* I guess that’s me!
Me: So is the problem here with this employee or is it a leadership problem?
Him: Wow. It’s a leadership problem. A “me” problem! *Laughs*
Me: Thats great, though! That means it’s within your power to solve, right?
Him: Yeah! I have to set the bare minimum!
Me: That’s a brilliant realization! *Smiling* What’s the first step you can take that would be the “bare minimum” you could do to set a new “bare minimum?”
*Everyone laughs and he starts coming up with a plan.*
The Power of Performance 