So now we're in the third step name. You've learned about, well, how forceful should you be? You've gone and observed collected some data, you've even me, you've even put in to a statement, the impact that it has on you, then maybe the work environment. Now what you're going to do is name, which is another way of saying, what is it that you want? And how is it that that affects you, him or the work environment. We're really going to be boiling down the change you're looking for, which will have two different components to it that you can decide upon, as well as creating a hybrid model.

You'll really want to think about coaching versus evaluation. Both of these are very different. When you coach someone, you're asking them to help you get to that next step, accountability, motivation, maybe even inspiring them to be their own proprietors of change. Within the evaluation model, however, things are a little bit different evaluation is maybe giving an assessment, maybe qualifying their behavior or saying what they've done right or wrong, providing next steps, as well as a performance management type of system behavior modification. Whatever way you choose is also dependent on the amount of power you have relative to the other. And sometimes that is a boss, you have to take a step back and allow them to decide what they want to do.

But if it's coworker to coworker, most likely one of these two models will be very helpful for you. So let's look at them and what kind of questions you should ask yourself when deciding what model you should use. Within the coaching model. This is the type of questions you should ask, what's your advice? What should they do? What should they implement?

As you can tell, it's A lot of the inward looking facing nature of coaching. And when you solicit these type of questions, as well as maybe you feel them from the other side, it's your job to be neutral as possible, and see what is the best thing they can do to really improve. You do that by really being specific, showing examples, maybe even giving a model of what has worked in the past. The point is not to leave them there just hide to dry. You really want to be there as a reflection of what is possible for them, should they hold themselves accountable to that change? evaluation, on the other hand, ask these questions.

What are the consequences? How will this affect them? What should they change? As you can tell, you're really looking at a past present and future dichotomy here. It's about let's see what the changes and how we can get there. And you do By giving suggestions for improvement, seeing how this may affect him or her, and seeing what changes possible.

Evaluation can be very powerful. But it can also backfire on you, if you push too much, or you don't do it effectively and or respectfully. So take note of that. When doing this building upon the impact statement, you want to name the change and it goes a little like this. When you and you interact, observation, it impacts this, you should be more and then you name the change. Simple as that.

Let's run through it together. Why don't we? Let's go back to the when you call me on the weekends, my favorite. So when you call me on the weekends, it leads to miscommunication over the boundaries of what I should do. You should sit down with me next week and hash out what it is I really do here and what my role requires of me That's it. As you can see, it is a very respectful way of not only asserting yourself, but giving feedback to the other side so they actually listen.

And in doing so you create an opening space of dialogue so that the other side will either a, take that or be push it away. That happens. Well, it's up to you to decide how to go forward. But for now, see how the name the change aspect of the feedback wind model can really be helpful. Specifically when wrapped in with observations that are neutral and an impact that can be very business focused.