The prompt
Score 10 of 10, Excellent
Use it when Someone brings you a problem and you want to help them think it through with good questions instead of handing them your answer.
- {{report_role}}
- {{problem}}
- {{background}}
- {{time_available}}
- {{experience}}
- {{fixed_points}}
Full prompt and why it works
Prompt
Help me plan a coaching conversation with {{report_role}} about the problem below, so that they leave with their own plan and more confidence in solving the next one, not with my answer. The problem as they described it, in their words as far as I remember: """ {{problem}} """ What I know about the situation that they may not have said: {{background}} How much time we have: {{time_available}} How experienced they are with this kind of problem: {{experience}} Anything I must decide or that is not open for discussion: {{fixed_points}} Use these headings, following the GROW structure (Goal, Reality, Options, Way forward): 1. Goal: two or three questions to agree what they want from the conversation. 2. Reality: four or five questions that help them describe what is happening, what they have tried and what is in their control. 3. Options: three or four questions that open up choices, including one that asks what they would advise a colleague in the same spot. 4. Way forward: two or three questions that end in a first step, a date and what support they want from me. 5. When to stop coaching and tell: the signs that they need information, a decision or direction from me instead, and how to switch openly. 6. My notes: what to listen for, and the ideas of my own to hold back unless they ask. Give timings for each section that add up to {{time_available}}. Questions should be short, open and neutral, and start with what or how more often than why, because why can sound like blame. For example: "What would a good outcome look like by Friday?" rather than "Why haven't you asked finance yet?" A good plan keeps me talking far less than they do. Avoid leading questions that contain my preferred answer. If the fixed points rule out some options, say how to state that early, rather than letting them spend time on choices I cannot accept. If the problem description is too vague to plan questions for, give me two opening questions and say what to listen for in the answers.
Variables
- {{report_role}}
- Who you are coaching, for example "a new team lead who reports to me".
- {{problem}}
- The problem they brought to you, as close to their words as you can remember.
- {{background}}
- What you know that they may not have mentioned, or "nothing more".
- {{time_available}}
- How long the conversation is, for example 30 minutes.
- {{experience}}
- How familiar they are with this kind of problem, for example "first time handling a client escalation".
- {{fixed_points}}
- Anything already decided or not up for discussion, or "none".
Why it works
- An example. A neutral question is set beside a leading one, which shows the difference that decides whether the conversation is coaching or instruction.
- What to avoid. Leading questions are ruled out and fixed points are named early, so the person does not spend the time on options the manager cannot accept.
- What good looks like. It includes when to stop coaching and give direction, because some problems need a decision rather than a question.