Observe the Work and Coach What You See

Good coaching starts with what happened, not what the manager assumes. 'You do not care about service' judges a person. 'The client waited at the entrance while you finished a stockroom task' describes an event that can be discussed and improved.

Choose one moment that matters to the customer or the operation. Observe enough of the interaction to understand its context. Consider the traffic level, the employee's assigned role, the customer's cues and any procedure that applies. One moment is useful evidence for a conversation, but it is not automatically proof of a pattern.

Speak privately when feedback is individual. Describe what you saw and its effect. Ask the employee what they noticed and listen to their explanation. There may be context the manager did not see: a client request, a handover or a competing responsibility.

Agree one next action the employee can practise. Keep it specific and within their control. If the issue is a skill gap, demonstrate or rehearse it. If it is unclear responsibility, clarify the standard and the role. If the concern is repeated or serious, follow the company's performance process rather than trying to handle it as casual coaching.

Set a fair check-back. Look for the agreed behavior in a later, comparable situation, then give feedback on what happened. Record factual notes where policy requires them. Coaching is a loop: observe, discuss, practise and follow up.