1on1 and Coaching are very powerful tools for people development. However, many new managers struggle or do not know how to conduct them effectively. I have developed this 1on1 / Coaching beginner’s guide by summarizing some practical TIPS from my personal experience. Then, this slide focuses on the general starter guide rather than theoretical explanations.

1. 1on1 / Coaching Guide
For New Managers
Jan 05, 2019
Yoshiaki Ieda
COO, Cinnamon Inc,

2. Yoshiaki Ieda. All Rights Reserved.
1on1 and Coaching are very powerful tools for people development.
However, many new managers struggle or do not know how to conduct
them effectively.
I have developed this 1on1 / Coaching beginner’s guide by summarizing
some practical TIPS from my personal experience.
Then, this slide focuses on the general starter guide rather than theoretical
explanations.
Background
2

3. Yoshiaki Ieda. All Rights Reserved.
In 2008, Google’s People Innovation Lab started ‘Project Oxygen’ which
proved that good management actually makes a difference. To better define
what makes a good manager, they came up with a list of 8 qualities based
on the data received.
8 Habits Of Highly Effective Google Managers
3
8 habits of highly effective Google managers
1. Be a good coach
2. Empower the team and does not micromanage
3. Express interest in and concern for team members’ success and
personal well-being
4. Be productive and results-oriented
5. Be a good communicator—listens and shares information
6. Help with career development
7. Have a clear vision and strategy for the team
8. Have key technical skills that help him or her advise the team
*More details are available in appendix.

4. There are the key 5 factors to make a productive team.
5 factors to make a proactive team
4
1.Psycological Safety Team members feel safe to take risks and be
vulnerable in front of each other.
2.Dependendability Team members get things done on time and meet
company's high bar for excellence.
3.Structure & Clarity Team members have clear roles, plans, and goals.
4.Meaning Work is personally important to team members.
5.Impact Team members think their work matters and
create change.
=> Creating Psychological Safety is important to
make members more proactive.
Yoshiaki Ieda. All Rights Reserved.

5. Top athletes have great coaches to make the best performance.
A good manager is a good coach to make team members perform better.
Let’s become a good coach to build a great team and organization.
Become a good coach!
5Yoshiaki Ieda. All Rights Reserved.

6. Coaching is communication to help a person change in the way they wish
and to help them go in the direction they want to go. Coaching supports a
person at every level in becoming who they want to be. Coaching builds
awareness empowers choice and leads to change.
It unlocks a person’s potential to maximize their performance. Coaching
helps them to learn rather than teaching them.
What is Coaching?
6Yoshiaki Ieda. All Rights Reserved.

7. 1on1 is a session to conduct coaching in person.
Important principles:
• 1on1 is for members not for managers.
• The belief that human nature is fundamentally good.
• Coaching is different from Teaching.
• The member must have his/her own answer/solution, and Coach help
him/her find it.
• Not restrict business progress, can be open to a personal issue, too.
Coaching through 1on1
7Yoshiaki Ieda. All Rights Reserved.

8. Spend the first 5 mins to check the progress from last time. Good or Bad?
How do he or she feel about the situation?
This helps both you and your member to recognize their progress and
success since the last session and makes the 1on1 more effective.
Coaching approach
a) 5-min Check in
8Yoshiaki Ieda. All Rights Reserved.

9. Follow the GROW framework for the conversation guideline.
Make a solution or development plan from the member’s point of view.
Do not give an easy answer.
Coaching approach
b) GROW framework
9
Goal • What do you want to achieve?
• What are your interests?
• How can you define achieving the goal? / When you achieve the goal how do you know it?
• How is it important for you?
Reality • How is the progress going?
• How do your team members think the situation?
• What is the challenge or barrier?
• If you would achieve the goal, what resource would you need?
Option • If you did not have the current challenge nor barrier, what would you do?
• If the person whom you respect or trust faced the current situation, what would he or she
do?
• If you would acquire skills to achieve the goal, what would you want?
Will • What will you do from today?
• What extend have you committed to the goal from 1 to 10?
• When will you start?
• What is the challenge or barrier, and how will you overcome it?
Yoshiaki Ieda. All Rights Reserved.

10. Open-ended questions allow your members to include more information,
including feelings, attitudes, and understanding of the subject. This allows
the coach to better access the members’ true thoughts and feelings on the
topic.
Examples:
1) Circular questioning: What would your client say?
2) Scale questions: On a scale of 1 to 10 questions
3) Hypothetical questions: What if questions
4) Miracle question (Magical question)
5) Paradox questions: What could you do not to win any clients?
6) Solution-focused questions: What needs to happen to make your
coaching even more successful?
Coaching approach
c) Ask Open-end question
10
*More details are available in appendix.
Yoshiaki Ieda. All Rights Reserved.

11. A leader can change his/her style by member’s skill and will.
The below is the guideline of Skill/Will Matrix of Situational Leadership.
Align on where the member is by using this chart is also useful.
Coaching approach
d) Situational Leadership
11
Excite
• Make importance of tasks clear
• Provide recognitions
• Encourage positive behaviors
• Discuss reason for low will
Delegate
• Provide freedom in job
methodology
• Develop stretch goals
• Brush up quality
• Manage risks together
Direct
• Explain goal, process, meaning
clearly
• Make tasks for growth
opportunities
• Clarify understanding
periodically
Guide
• Make tasks for growth
opportunities
• Reduce risks, obstacles,
constraints
• Clarify expectations
• Follow up periodically
(Skill)
High
Low
Low High (Will)
Yoshiaki Ieda. All Rights Reserved.

12. Johari window is a technique that helps people better understand their
relationship with themselves and others.
By expanding Open Area by Self-disclosure and Feedback, you can create a
better relationship with others.
Coaching approach
e) Johari Window
12
Open Area Blind Area
Hidden Area Unknow Area
Known by
others
Unknown
by others
Known by yourself Unknown by yourself
Self-disclosure
Feedback
Yoshiaki Ieda. All Rights Reserved.

13. Here is the quick summary for 1on1/Coaching Beginner.
Let’s start and practice through your real experience.
1. Do some Ice Break(*) to create positive emotion.
2. See the progress including OKR by 5-min Check In.
3. Use GROW framework to initiate the conversation.
But, not necessary to stick with the framework always.
The objective of coaching is helping someone achieve
the goals that they want!
*One Ice Break idea is introduced in Appendix.
Summary
A quick guide for 1on1/Coaching Beginner
13Yoshiaki Ieda. All Rights Reserved.

14. Becoming a better Coach is a life-long stuff. There are
some many articles, books, methods are available
through internet, book, and courses.
To become a good Coach and Leader, you need to
pursuit both knowledge and experience.
Become a better Coach
14Yoshiaki Ieda. All Rights Reserved.

15. Appendix

16. Conducting a good mediation to solve a conflict is also important to be a
good manger. Set a 2on1 meeting by involving the related people.
Looking at one thing from different point of view and/or on different
discussion points is a typical reason of conflicts.
Important principles:
• View them from a neutral stand point.
• Listen to what they want.
• Split the discussion points as much as possible.
• Put the facts along the discussion points from both sides.
• Make them repeat what the others want.
e.g.
Person A stands on the point A, B, C
while Person B stand on the point A, D, E.
Solve a conflict
16Yoshiaki Ieda. All Rights Reserved.

17. Ice Break idea
17
Introducing a quick and effective Ice Break method called GOOD and NEW.
GOOD and NEW
<How to do?>
1. Form a random 5-6 ppl circle.
2. Toss a colorful ball to someone.
3. The person who received the ball to share something good or new happened in the past 24
hours.
4. Everyone claps and pass the ball to next random person.
5. Each person shares one time.
<Benefits?>
1. Set a positive emotion.
2. Encourage mutual understanding.
3. Connect beyond groups.
<TIPS>
Good or New can be anything.
It is actually encouraged to share non-biz stuff!
You can use this in 1on1 as well.
Yoshiaki Ieda. All Rights Reserved.

18. Details
8 Habits Of Highly Effective Google Managers
18
1. Be a good coach • Provide specific, constructive feedback, balancing negative and positive
• Have regular one-on-ones, presenting solutions to problems tailored to the
employee's strengths
2. Empower your team and don't
micro-manage
• Balance giving freedom to your employees while still being available for advice
• Make "stretch" assignments to help them tackle big problems
3. Express interest in and concern
for team members’ success and
personal well-being
• Get to know your employees as people, with lives outside of work
• Make new folks feel welcome, help ease the transition
4. Be productive and results-
oriented
• Focus on what you want the team to achieve and how employees can help
achieve it
• Help the team prioritize work, and make decisions to remove roadblocks
5. Be a good communicator—
listens and shares information
• Communication is two-way: Both listen and share
• Hold all-hands meetings and be specific about the team's goals
• Encourage open dialogue and listen to the questions and concerns of your
employees
6. Help with career development • Set clear expectations, hold employees accountable for meeting them and
respond quickly when employees need support.
7. Have a clear vision and strategy
for the team
• Even amid turmoil, keep the team focused on goals and strategy
• Involve the team in setting and evolving the team's vision, goals, and progress
8. Have key technical skills that
help him or her advise the team
• Roll up sleeves and work side-by-side with team, when needed
• Understand the specific challenges of the work
The detailed explanations are below.
Yoshiaki Ieda. All Rights Reserved.

19. Details
Ask Open-end question
19
1. Circular questioning Helps to change perspective and gain a new point of view
• How do you think your co-worker feels in this situation?
• How would your colleague evaluate the situation?
• How would your clients react to the increase in prices?
2. Scale questions Changes, improvements, differences and progress can be realized
• How would you rate your relationship on a scale of 1 to 10?
• How happy are you with your new job on a scale of 1 to 10?
• How would you rate your performance on a scale of 1 to 10?
3. Hypothetical questions
(What if)
Stimulate the creativity of a client when they search for ideas and possible solutions
• What would you need to do, if you want to accomplish this goal faster?
• What if you could decide alone what to do?
• How would you solve this problem if time is not an issue?
4. The miracle question Find new motivation and provokes positive thinking
• What if this problem would disappear from one day to another?
• How would you realize that this problem disappeared?
• How would it change the relationship between you and your partner/co-worker/boss?
5. Paradox questions Remove old patterns or habits and establish new ones
• What more would you need to do in order to have a burnout?
• How could you go even less motivated to work every day?
• What could you do to make the problem worse?
6. Solution-focused questions Find out which strategies and options have already been tried and which capabilities and
chances are still undetected
• What do you need to change to have these positive periods more often?
• How could help you with this?
• Which resources or capabilities would be useful to accomplish this?
The benefits and examples are below.
https://clevermemo.com/blog/en/coaching-questions/ Yoshiaki Ieda. All Rights Reserved.