Be a good coach means helping people think, decide, and improve, not only assigning tickets. In Project Oxygen it ranked at the top because coaching multiplies the whole team. Use your next 1:1 to ask better questions, give one clear feedback point, and leave with a owned next step.
Scenario: the missed date freeze
Maya, a mid-level engineer, missed a launch date. In the 1:1 she stares at her notes and waits for you to "just tell her what to do." Your instinct is to redesign the plan yourself. That feels efficient. It also trains her to wait for instructions.
Coaching mode looks different. You still own outcomes. You refuse to steal the learning. You diagnose: estimation, unknowns, dependency risk, or fear of escalating early. Then you build her judgment for the next date.
What good coaching looks like
- You ask before you advise.
- You name one behavior to keep and one to change.
- You leave a written agreement she owns.
- You follow up next week instead of assuming it stuck.
Failure mode: advice dumping, then surprise when nothing changes. Another failure mode: endless empathy with no standard. Coaching is care plus a bar.
Script for your next 1:1
- "Walk me through how you saw the risk before the miss."
- "What would you do differently with the same information?"
- "Where did you need me earlier, and what stopped you from asking?"
- "What is one experiment for the next milestone?"
- "What should I do differently as your manager so coaching helps, not pressures?"
Then give your view in two minutes, not twenty. Close with: owner, date, how you will check. According to iSilta's 2026 survey of 146 organizations, weak 1:1s show up when manager training is late. Coaching is the skill those 1:1s are missing.
How iSilta helps
Use member-scoped AI coaching chat to prep Socratic questions from their profile and past notes, then log the session in 1:1 notes with an action point she owns. Prep is not a script to read. It is a way to arrive curious instead of reactive.
Manager map
| Moment | Weak move | Coach move |
|---|---|---|
| Missed delivery | Take the plan over | Diagnose judgment, set one experiment |
| Stuck design | Dictate the answer | Options, tradeoffs, your recommendation last |
| Quiet 1:1 | Fill silence with status | Ask what they are avoiding saying |
Bottom line
Coaching is Project Oxygen's first lever because it scales people, not just tasks. This week: one 1:1 that starts with questions, ends with their ownership, and gets a follow-up. For the full set of behaviors, return to the Oxygen 10 hub.
Frequently asked questions
How is coaching different from mentoring?
Mentoring often shares your path and advice. Coaching helps them build their own judgment with questions, feedback, and owned experiments. Managers need both; Oxygen highlights coaching because it transfers decision quality.
What if they just want answers?
Give a short recommendation after they propose options. If you always answer first, you train dependency. If you never answer, you waste time. Sequence: their think, then your view.
How often should I coach?
Every recurring 1:1 can carry one coaching thread. Deep career coaching can be monthly. Do not wait for performance season.
Can introverts coach well?
Yes. Coaching is structured curiosity, not charisma. Prep questions and listen longer than you talk.
Related: Google Project Oxygen: 10 manager behaviors, empower the team without micromanaging, help the team with career development.
Prefer prepared conversations over memory alone? Explore iSilta features or try the product demo.