A District Manager is coaching a Store Manager who wants to improve labor efficiency. The manager has been working on labor cost control, and last month’s numbers are now available.
Here’s how the financial coaching framework can shift the conversation from reviewing results to taking action.
Start With the Manager’s Assessment
Instead of opening the monthly numbers review with:
“How’d last month go?”
Try this:
“You’ve been working hard on labor cost control. Now that you have last month’s reports, what do they show?”
They go first. You go last.
That shift in expectations creates ownership and shifts the conversation from feelings to facts. No more guessing about what you’ll call out. It’s not personal. The conversation focuses on how the manager can influence store performance and how the coach can help.
Suppose labor cost is above the target.
Instead of asking:
“Why are labor costs so high?”
Try this:
“What would it take to bring labor costs back into your target range?”
This question opens a conversation that explores the Store Manager’s strategies for reducing labor costs.
Use the Framework to Move Toward Action
From there, follow the structure:
Assess: Where does labor stand today compared to target?
Prioritize: Where could you get a quick win?
Brainstorm: What drives superior performance and what’s getting in the way?
Measure: How could you measure how well the plan is working?
Engage: Who needs to work the plan, what do you expect, by when?
Close With Commitment
Instead of ending with:
“Great chat, let’s keep an eye on it.”
Try this next time:
“You’ll adjust the schedule template this week, and we’ll review the labor percentage together at the end of the month.”
The conversation defined a goal, a deliverable, and a deadline, not a vague intention.
Return to From Numbers to Action: A Coaching Framework to Engage and Empower →