Coach Nooit Je Teamleden. Doe Dit In Plaats Daarvan

Paul Veth I learned this when I ran a pilot at a big phone company. 26 people on my team. The goal was customer satisfaction. And I started with a walk. One on one, with everyone. I talked about my own life a little, and that invited them to talk about theirs. Then I asked why they were working there. Some said money. Fine. That's honest. And when they said it out loud, it automatically integrated into their system. So when things got hard, they remembered why they were there. That's the foundation. After that you give them data, you ask the questions, and you let them tell you what they can do better. You write down what they don't name. Then you train the whole group on exactly those things. NPS went from plus 21 to plus 43 in six weeks. Never coach your team. Never.

Paul Veth I ran a pilot years ago with 26 people under me at a phone company. Goal: customer satisfaction. First move wasn't a training or a speech. I went on a walk with every single one of them, one on one, talked about my own life first, and let them open up about theirs. Why they worked there. Not why I assumed they did. Then at evaluation time I sat next to them, not across from them like an interrogation. I asked what they thought they could do better. If they didn't name something I saw, I wrote it down and said nothing. No coaching. Coaching on a gap they didn't name themselves makes people insecure, and insecure people stop taking ownership. I built training instead, aimed straight at the things nobody said out loud. Six weeks later NPS went from plus 21 to plus 43. Stopping trying to fix people directly is what moved that number. That's it.