When faced with an underperforming employee, you may instinctively turn to formal training sessions as a solution. But while training is undoubtedly valuable, it’s not the best fit for every situation.

As learning and performance strategist Jess Almlie shared in a recent post, “Sometimes, it doesn’t matter how fantastically designed our learning solutions are because training alone won’t address the root cause of a problem.”

Manager feedback and coaching can sometimes be a more effective approach. Offering personalized guidance addresses specific challenges and supports employees in real time, tailoring the development process to your team member’s unique needs.

Following these manager coaching best practices can help you offer more effective guidance — and build an overall stronger development program.

1. Start with clear expectations

Clear expectations are foundational for effective performance management. Without them, your team members may be unaware of what they need to achieve or how you measure their success.

Set goals with your team members and revisit them during regular one-on-ones to gauge progress. In doing so, your team members shouldn’t be surprised if you bring up poor performance — and they may even proactively reach out for help before you approach them.

Centering performance discussions on goals is a great way to provide objective feedback so you can offer guidance and measure improvement.

2. Establish trust

Trust is crucial for a productive coaching relationship. Your team members must know that you have their best interests at heart and are truly trying to help them succeed. This involves getting to know your team members personally, learning their professional goals, and sharing both praise and criticism.

Kim Scott, author of Radical Candor, says: “To have good relationships and build trust with employees, you have to be your whole self and care about each of the people who work for you as a human being. It’s not just business; it is personal, and deeply personal.” She adds, “Challenging people is often the best way to show them that you care when you’re the boss.”

3. Build a culture of feedback

Creating a culture where feedback is regularly exchanged fosters continuous improvement and open communication. It also normalizes feedback as a tool for growth rather than a sign of failure.

Encourage regular, informal feedback exchanges among your team members by making it a routine part of team meetings and one-on-ones. You should also model the behavior you want to see by actively seeking and gracefully accepting feedback yourself.

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