Coaching and development strategies should be created in accordance to whatever the end result wanted to reach or achieve is. There are several options in creating a road map for succession or improvement. The simplest to the most complicated starts with goal setting. For goal setting one must have a start and end date to the project. When focusing on a coaching plan, three areas of focus should be the maximum amount to be worked and one of those the main focal point. These areas of focus may be correlated or completely different, but derive towards the same performance or work expectations/protocol the organization holds the employee liable for.

By setting dates for completion of specific goals to be measured on results the employee knows they have a deadline to show improvement. Whether target is short, mid, or long term improvement, result sharing is the best way to get a pulse on opportunities and progression trend. Gathering notes on areas of improvement and opportunities to assist with coaching, direction, and buy in is a critical step. Understanding the areas of the goal setting including what the employees efforts have been and currently are; builds rapport with the employee and reinforces the team strategy to get to target.

Once the deadline arrives and it's time to review results the employee should already have a good idea as to where they stand to goal. Having a documented trail of how the results were achieved makes the review a lot smoother. Letting the employee own the results by sharing hardships, recognizing changes made including improvements, and expectations moving forward close the current action plan and set the stage for next phase.