When to coach and when not to

Source: The One Minute Manager Builds High Performing Teams, Kenneth Blanchard

When you need to give clear. Direct and explicit instructions, for example, in an emergency
When you need to set strategic direction and take the bigger decisions (that’s what you are paid for)
When your relationship with that individual has broken down
When you are tempted to over analyse or use pop psychology
When you are using it to manipulate the results. People can smell this a mile off and will stay away from you.
When you realise that you are dealing with personal issues that need professional attention
When you are unwilling to be coached in reverse or to receive feedback on your style and approach