Measuring Performance: Safety Leadership Coaching – Step 2

Last issue we looked at an overview of the G.R.O.W. coaching model, and covered the first step of the coaching process.  Be sure to review that issue to understand how to do the first step of the coaching session. Once you have reminded the person you are coaching of the safety leadership goals, the next step is to establish the Reality.  What is the current state of things?  On a scale of 1-10, how would they rate that meeting or safety engagement in relation to the safety-leadership goals? [content_protector password=”coach-02″ identifier=”coach-02″]

Keep in mind here, the person you are coaching has already been trained in safety meeting facilitation, safety communication, safety leadership, and how to conduct safety engagements of all types.  He already knows what good looks like; he already knows what the expectations are; and he should already know how to do it.  So, if you have found coachable points in this person’s behaviors or performance, then it’s likely he already knows he hasn’t met those expectations. So, your next question to him should be something like,

Tom, on a scale of 1-10, how do you think that meeting went?

There are several reasons why we suggest asking the question this way.  First, using a scale of 1-10 allows us a means to measure performance.  Second, a response of anything less than a 10 confirms there is room for improvement.  And third, asking the person you are coaching to rate his own performance is vital for transferring ownership of those improvements to that person.  Your goal here is to gain agreement with him that his performance could stand some improvement. FCTC Online

Be sure to push back on an unrealistic rating (such a 9 or a 10 when the performance was really more like a 4 or a 5).  Freely appeal to the standards of the safety-leadership training if you need to.  But also be sure to pick your battles carefully.  If the “coachee” rates himself  a 7 or 8, we’ll work with that.  That still gives us plenty of room to coach improvements.

Once you’ve established the need for performance improvements, ask him questions like,

What would a 10 look like?


In a perfect scenario what would you have done differently.

What else have you tried?

What were the results?

What obstacles stand in the way of making these engagements more effective?

This Reality check sets the foundation for step 3 of the G.R.O.W. process which focuses on the Options for performance improvements.

That’s it for this edition of Recordable INSIGHTS.  Until next time, be sure all your safety initiatives are built-in, not bolted on.



About the Author

Eric Svendsen
Eric Svendsen, Ph.D., is Principal and lead change agent for safetyBUILT-IN, a safety-leadership learning and development organization. He has over 20 years experience in creating and executing outcomes-based leadership development and culture change initiatives aligned to organizational goals, and he personally led the safety-culture initiatives of a number of client organizations that resulted in “best ever safety performance” years for those companies.