As a manager, coaching can strengthen your relationships with employees, resolve conflicts, and foster a better environment for your team. One effective coaching approach is the RPNRC (Reality, Problem, Need, Request, Contract) method. This framework helps you ask the right questions, enabling you to guide employees toward finding solutions to any conflicts or challenges that arise.
Applying RPNRC for Employee Coaching
Coaching as a manager can enhance relationships with employees, resolve conflicts, and foster a more positive team environment. One effective coaching method is the RPNRC (Reality, Problem, Need, Request, Contract) approach. This framework helps you ask the right questions, allowing you to guide your employees in finding solutions to conflicts or challenges that may arise.
By using the RPNRC method, you provide the employee with the chance to discuss what is happening and allow them to express their needs or specific requests. It also creates an opportunity for the employee to share their expectations of you, which they may not have voiced unless directly asked. When conducted with care and empathy, these conversations can serve as a form of recognition for employees, boosting their confidence in the manager.
The ultimate goal of RPNRC is to help you structure a conversation with your employee to gain a clearer understanding of their situation, identify their needs, and effectively address any requests.
Implementing the RPNRC Method
To start the conversation: “I just wanted to check in with you. Is everything okay? I have a sense that something might be on your mind, and I want you to know that I’m here to support you.”
R for Reality:
In this phase, the manager asks the employee to describe the objective facts and details of the situation. The goal is to gather specific information by probing with questions such as: “Where? Who? What? How? How many? Why? When?”
P for Problem:
The goal of this phase is to identify the problem(s) arising from the situation. The manager seeks to understand the deeper implications by asking questions such as: “What is the root of the problem? How is this an issue for you or others? How does it affect people or the business?”
N for Need:
In this phase, the manager rephrases what has been shared to ensure clarity and understanding. While doing this, the manager is also internally assessing the situation without sharing their personal judgment. To ensure the employee feels heard, the manager can say: “Here’s a summary of what I’m hearing and the impact it’s having. Am I understanding you correctly?”
R for Request:
In this phase, the manager asks direct questions to clarify what the employee is truly expecting and the outcome they hope to achieve. Questions like: “What result are you hoping for?” or “What are you expecting from me?” help both parties reach a mutual understanding of the employee’s goals.
C for Contract:
This is the stage where both parties agree on the next steps and define their responsibilities to help resolve the situation. It focuses on shared accountability. The manager might say: “Based on our conversation, I’ll commit to taking ownership of [specific actions]. What would you like to be responsible for to help improve the situation?”
Pay close attention to the nature of the request and ensure that it is clearly and explicitly stated.
Explicit Request: This refers to the initial request made by the employee. It is important to focus on this request and explore it in detail to fully understand the employee’s needs and expectations.
Confused Request: This happens when an individual is so focused on the problem that they struggle to express it clearly. In this case, suggest breaking down the issue into smaller parts rather than viewing it as a whole. Allow the employee to make connections between the individual problems, if necessary.
Latent Request: This occurs when an individual struggles to express a clear request, often focusing on what they don’t want rather than what they do. In such cases, it’s important to invest time early in the conversation to seek clarification and help the request emerge. Be patient, listen actively, reformulate what is being said, and ask probing questions to bring clarity. Encourage the employee to express their request using positive language—focusing on what they want, rather than what they don’t want.
Ambiguous Request: This occurs when an individual contradicts themselves, expressing one thing and then the opposite, creating a sense of confusion or paradox. Gently mirror back what you are hearing to help them reflect on their thoughts, and ask them to explore what lies at the core of their request. If they feel stuck between two options, introduce a third possibility to help clarify their perspective and open up new solutions.
Anti-request: This occurs when someone is compelled to attend the interview against their will or is actively trying to derail the conversation. The individual may either remain silent or repeatedly respond with “yes, but…” in an attempt to dismiss or resist the discussion. In such cases, it’s important to remain patient, acknowledge their resistance, and gently encourage them to engage constructively in the conversation.
Do not attempt to force the employee to engage. Instead, assess their attitude and observe their behavior. Let the employee know that you are leaving the door open for further discussion. This signals that you are aware of their behavior without being deceived by it, allowing them the space to engage when they are ready.
Using the RPNRC Method:
- Ask questions that help you gather information about:
- Your employee’s perception of the situation they are experiencing (Reality)
- The problem they are facing (Problem)
- Rephrase what has been said in your own words to ensure understanding. (Need)
Formulate your diagnosis, but keep it to yourself and do not share it with the employee. (Need) - Is the request clear enough? Ask your employee to clearly state the results they are hoping to achieve. (Request)
- Collaboratively decide who will be responsible for each action step. (Contract)