# Coaching Observation Sheet

Ruff Justice | Recreated educational template

Choose coaching support based on observed behavior rather than a quick assumption about the person.

## Observed behavior
What happened in a specific situation? Avoid personality labels.

[Your notes]

## Colleague’s perspective
How do they describe the difficulty and the support they need?

[Your notes]

## Working hypothesis
Is this about skill, confidence, unclear expectations, workload, or another constraint?

[Your notes]

## Evidence and alternatives
What supports the hypothesis? What else could explain the behavior?

[Your notes]

## Support to try
Would demonstration, practice, clearer expectations, peer observation, or removing a blocker help?

[Your notes]

## Agreed practice
What will they try, and what will the manager do to support them?

[Your notes]

## Progress and review
What observable behavior will you discuss at the next check-in?

[Your notes]

## Use responsibly
This is a development aid, not an employee-rating system or a substitute for your organization’s HR process. Keep notes private and use respectful, behavior-based language.

Newly created for Ruff Justice. Not a former-employer document. Keep confidential information out of shared copies.

## When to use it
Use in a development conversation when a capable colleague is struggling with a particular behavior or task.

## How to use it
1. Describe the behavior neutrally and ask for the colleague’s view.
2. Explore capability, confidence, clarity, and constraints before deciding on support.
3. Agree on a small practice opportunity, useful feedback, and a review point.

## Fictional worked example
a colleague hesitates to send proactive customer updates. After discussing the concern, the manager agrees to review an initial draft and give specific feedback, then revisit whether that support is still needed.

## Related case
Confidence, Not Capability