5STAGES AND PROCEsSES OF HEALTH BEHAVIOR CHANGE 113 inter.docx

5/STAGES AND PROCEsSES OF HEALTH BEHAVIOR
CHANGE 113
intervention should increase the effectiveness, assist the client
in progress-ing to the next SOC because of enhanced motivation
and readiness, and reduce the likelihood of dropping out of
treatment because the intervention was not appropriate.
Stages of Change
Change is not viewed as a single event, such as "I will eat less
sodium start ing today,
"
but as an unfolding process over time requiring more than one
attempt. The model in Table5-1 shows the how, not the why,
people change either with counseling or without it on their own.
To make changes, people progress through six identified stages.
The tasks at each stage vary, and
movement through the stages represents personal progress for
the client.
Precontemplation
In stage 1, Precontemplation, a person is unaware or underaware
that a
health problem exists, denies that there is a problem, or has no
intention
to take action to change. Thus, the individual has no plans, for
example, to modify eating practices to lose weight or start
exercising in the next
6 months.34 The person may have tried a change previously and

failed,
such as to lose weight, and may be resistant to the health
professional's efforts to suggest possible changes. Perhaps a
visit to the doctor initiated
a referral to see the nutrition and dietetics counselor for weight
loss, even
if the patient was not concerned with his or her weight.
Because these clients are unaware, uninformed, or unconcerned
about the
health problem, the counselor needs to assess the client's views
on making
a change and address the reasons for not wanting to change
rather than
providing dietary information. Educating the client about food
changes
not appropriate at this stage. To identify this stage, the
counselor may
asAre you seriously intending to change (name the problem
behavior)
in the next 6 months?"
1. Precontemplation
No intention of changing in the next 6 mno.
2. Contemplation
Intending to change, but not soon.
3. Preparation
Small changes are made, intending to change in 30 d.
4. Action
Changes are made in food choices regularly.
5. Maintenance

Behavior changes maintained for 6 mo.
6. Termination
Occurs only if changes are maintained for a year or more.
Tahl
2/COUNSELING
FOR HEALTH
BEHAViOR CHANGE
-fat diet ande Cotoa
114
less fat (or more fruits and vegetables) in the near futur2DOUl e
Droblem andi
a person with a heart problem may need to know the health
benelits
this.
The client needs to "own or acknowledge the health i
For people ignoring the relationship between a high-fat :
ght about eatin
heart disease, for example, one may ask: "Have you tho
re"
and

At this stag
change as well as the risks of not addressing the problem Denef
ofene
negative aspects."** These individuals are not ready for act and
idensith
interventions. Knowing the person' s SOC helps the counelene
the appropriate type of intervention. Table 5-2 lists sample
questions deng
interventions at each stage.
Intervention Question for Client Stage
Consciousness raising Precontemplation "What can I do to
help?"
Assess knowledge "Do you ever read articles
." about.
Increase self-awareness, gie
"What do you know about the
relationship between. .. written and oral information
Assess values, beliefs
"Does anyone in your family have this problem?"
"Are you aware of the
Cognitive restructuring Consequences?"
"How do you feel about making Discuss risks and benefits a
change?"
Contemplation "What changes have you been thinking about?"
Assess knowledge

"What are the pros and cons?" Assess values, beliefs "How do
you feel about it?" Assess thoughts, feelings "What would make
it easier or Increase pros, decrease
barriers
harder?"
"What would be the results of the change?"
Self-evaluation
"How can I help? Preparation
Cognitive restructurin "Are you intending to act in the next 1-6
mo?"
Self-efficacy, commitment "How will you do it?"
Decision making "What changes have you made already?"
Discuss beliefs about au
billty
"How will your life be imprmin
Table 5 2 Stages of Changa l
115 ANGE
"What are you doing
Action
differently? Stimulus control
"What problems are you having?" Self-reinforcement
"Who can help you?"
Social support "How can I help?"
Self-management "What do you do instead of Goal setting,
group sessions,

self-monitoring, relapse
prevention
(former behavior)?"
"How do you handle times
Maintenance
Coping responses when you slip up?"
"What obstacles are you Relapse prevention facing?"
"What are your future plans?" Self-management
"What issues have you Commitment, goal setting, solved?"
control environment
Self-management,
self-efficacy
Termination
Table 5-2 (continued)
Contemplation
In stage 2, Contemplation, a person is aware that the health
problem exists
and intends to do better eventually, such as eating differently or
exercising
more. He or she has no serious thought of or commitment to
making a
change, however, and keeps putting it off."" The person may be
mentally
Sruggling with the amount of time, energy, effort, and cost of
overcoming

a nealth problem or may be discouraged by previous failures.
When the
Cons of changing a behavior are large and the pros are small,
the result
dy De ambivalence that keeps people stuck at this stage tor long
periods
OT ime, even months or years." The person needs to make a
decision.
The counselor may ask, for example:
What have you been thinking about in terms of making a
change?"
What are the pros and cons of doing it?
How can you change your environment?
what do you think about eating less fat? What are the barriers or
ob
stacles to doing it?"
116 2/COUNSELING
FOR HEALTH
BEHAVIOR CHANGE
Preparation
In stage 3, Preparation, a person is more determined to make a

ut 30 days.
a chang ant
e or she intends to take initial action soon, perhaps in about 30
davs
may report small changes in addressing the problem behavior, h
reading a few food labels or buying low-lat foods. Clients
neod,uch
lop a plan o
make
commitment to change, set priorities or goals, and develonMak
action3
The counselor may inquire about possible interest in losimo
becoming more physically active, making healthier choices. and
losing weighu
records of food intakes. A study of parents of obese children ng
weight loss found that about 62% of parents were in the action
needing
SOC for child dietary behaviors, but only 41°6 were tor
physical activi
child behaviors. Parents who thought their own weight wa
en's
problem were less likely to make changes in their overweight
chilten

behaviors.
Action
In stage 4, Action, a person takes action to implement a plan
and onee
come the health problem by actively noditying food choices,
behavion
environments, and expeticnes 'keep in mind that most clients are
mor in
the action stage when first teferted for counseling. leople are
classified in
this stage if they have altered a behavior successtully tor a
certain period
or up to 6 months, such as purchasing ditlerent groceries or
exercising
three times a week
Considerable comnmitment of time and energy is required in the
action
stage when people are trying to change.' The counselor may ask:
"What
are you doing differently already?" At this stage, clients need
knowledg and skills and should know how to respond to a lapse
or relapse. New
behaviors are not firmly established in a week or a month, and
old pa terns may resurtace.
With overweight adults usingTTM with SOC, there was some
evide In an intervention that there were improvements in dietary
habits d
ne
in physical activity. Ex
amples were increased

exercise frequency an
duration, increased tr
and vegetable consu
tion, and reduced dielu
fat intake.
The counselor deveiops
relationship with the cie
5/STAGES AND PROCESSES OF HEALTH BEHAVIOR
CHANGE 117
2 CASE ANALYSIS
What SOC is Mr. Howard in?
Maintenance
In stage 5, Maintenance, a person consolidates and integrates
new health
behaviors into his or her lifestyle made over several months.
With time,
new behaviors need to become automatic. The client has to
maintain the
new, healthier habits and work to prevent relapse.7 Maintaining
weight
loss, for example, takes continuing effort. For some people, this
stage

continues for months, years, or a lifetime, or until the behavior
becomes
a pattern and is incorporated into one's lifestyle. The counselor
may ask:
"How do you handle small lapses?" Additional information on
counseling
about lapses and relapse is found in Chapter 8.
Termination
The ultimate goal is the Termination stage, in which changes
have been
maintained for years. The termination of a behavioral problem
occurs
if the client reacts automatically, is no longer tempted by the
former
behavior, and is no longer lapsing or relapsing. Some people
never
Teach this stage, but periodically struggle with the health
problem. In
situations like weight control, a lifetime of maintenance may be
the
realistic goal.
Recycling
Most people do not maintain changes in behaviors successfully
on
the first attempt. How long do your New Year's Eve resolutions
last,
or example? Prochaska proposed that most people proceed
through
the stages in a spiral, rather than a linear fashion. Because
lapses and
elapse are common problenms, recycling to an earlier stage,

such as
rom action back to preparation or from preparation back to
contem-
plation, may be expected several times as people struggle to
modify or
cease behaviors."
People may avoid high-fat and fried foods, for example, and
then start
aung them again. Moving back and forth through the stages
represents a
earning process for the client. Lapse and relapse and the
negative emotional
eactions (guilt, shame, failure) that may result are discussed
along with
he skills to recover in Chapter 8. People can learn from their
mistakes
with the help of the counselor and continue trying
9-418-031
R E V : O C T O B E R 2 6 , 2 0 2 0
Professor Ethan Bernstein and Senior Researcher Om Lala
prepared this case. It was reviewed and approved before
publication by the individual
protagonist. Funding for the development of this case was
provided by Harvard Business School and not by the company.
Certain details have
been disguised. HBS cases are developed solely as the basis for

class discussion. Cases are not intended to serve as
endorsements, sources of
primary data, or illustrations of effective or ineffective
management.
Copyright © 2017, 2020 President and Fellows of Harvard
College. To order copies or request permission to reproduce
materials, call 1-800-545-
7685, write Harvard Business School Publishing, Boston, MA
02163, or go to www.hbsp.harvard.edu. This publication may
not be digitized,
photocopied, or otherwise reproduced, posted, or transmitted,
without the permission of Harvard Business School.
E T H A N B E R N S T E I N
O M L A L A
Coaching Makena Lane
“I can always think about what's practical later. Let's start with
what's possible.”—Makena Lane
Joanne Mills, Chief Merchant Officer at 365 Emporium,
wondered to herself whether Makena Lane
had really changed. It had been a year since Lane had started
working with an executive coach after
being passed up for a promotion. Despite earning high praise
from senior leaders for her refreshing
ability to drive results, complaints from peers and other teams
about her “concerning” interpersonal
style had made it impossible to promote Lane a year earlier.
Lane, who had been hired four years earlier by 365’s Vice
President of Health & Beauty Alec
Fernandez, was one of several external hires brought in to

catalyze much needed strategic
transformation. 365 had spent a decade relying almost
exclusively on acquisitions to grow, and senior
leaders believed 365 required major internal changes to fuel
organic growth.
The sense of urgency Lane brought to the job and the changes
she initiated had yielded a dramatic
turnaround of financial results to the delight of Fernandez,
Mills, and other executives. But to say that
she “ruffled some feathers” in the process was an
understatement. Since Lane had started, numerous
long-term employees on her team had left. Mills knew that some
departed because they lacked the
skillset necessary to execute Lane’s new approach, but Lane’s
“abrasive” style and determination to
“break rules” contributed too. After hearing negative feedback
on Lane’s relational skills, Mills had
decided against promoting her last time, but together with
Fernandez had offered her the option of
working one-on-one with a coach, because they believed
strongly in her leadership potential.
Mills glanced down at the document Lane had emailed her at the
end of her year of coaching—a
list of her key takeaways and lessons (Exhibit 14). Each point
was well thought out and showed sincere
effort. Yesterday, Lane’s progress had become a priority after
Fernandez had announced to Mills that
he would be leaving 365 in two weeks for an online retailer.
Had it not been for the history of
complaints about her, Lane more clearly would have been the
top contender for his position. Mills
feared that if she were passed up for promotion again, Lane
would also depart, just when her strategy
had begun to work. And yet, while there had been changes in

Lane’s external behavior, she continued
to have dissenters as well as advocates. Mills wondered if
Lane’s changes were a result of authentic
transformation or if they were temporary superficial steps taken
merely to check off boxes on the path
to promotion.
For the exclusive use of H. Bello, 2022.
This document is authorized for use only by Hello Bello in
MANG 564 - Spring 2023 taught by HALEY WOZNYJ,
Longwood University from Oct 2022 to Dec 2022.
418-031 Coaching Makena Lane
2
Makena~lei Chuong Lane
Makena Lane was born Makena~lei (“flower from Heaven” in
Vietnamese) Chuong in a
concentration camp toward the end of the Cambodian genocide
in 1978. Just prior to Lane’s birth, mass
killings of the mercantile class by the Khmer Rouge in
Cambodia had forced her parents to abandon
their rice mills for the concentration camp where Lane was
born. When presented with an opportunity
to escape, Lane’s parents were pressured by other prisoners to
abandon their newborn as she would
be unlikely to survive and might give away their position with
her cries. Her parents took the risk and
kept Makena, successfully fleeing to Thailand and eventually to
Australia. This story, told to her many
times from a young age, had an influence on Lane’s worldview:

Growing up knowing that I was born expected to die made me
realize that we are all somewhat
vulnerable no matter how safe we think we may be. [My
parents’] decision proved to me that
ordinary people can accomplish extraordinary things by taking
action… consequently, I seize
opportunities to contribute [by] embracing challenging roles.
Now, I’m just as stubborn as they
are. They’re naturally wired to be intense and so am I.
Raised in Melbourne, Lane graduated with first class honours on
a full scholarship from the
undergraduate business program at Melbourne University and
joined AT Kearney in Sydney as a
consultant. After three years, she left AT Kearney to enroll in
the MBA program at Harvard Business
School (see Exhibit 1 for a full CV). While “anxious about the
cost and opportunity cost of a two-year
MBA program like HBS’s,” she was “drawn to HBS’s focus on
making a difference.” In her MBA
application essays, she described “provid[ing] a fulfilling work
experience for my employees” as a core
career goal and noted “developing self-awareness” as one of her
three greatest accomplishments.
During the MBA, Lane discovered a passion for marketing and
sales. Through a networked job
search, she convinced an HBS graduate working at Specialty
Fashion Group (SFG), a top Australian
fashion retailer, to hire her for the summer which led to a full-
time offer to return as a senior buyer
with P&L responsibility. When SFG later promoted her into a
new role to create a strategy team, she
opted to broaden her experience by joining McKinsey &
Company’s retail practice in the Sydney office

and selected into their global rotation program, which led to
retail projects around the world.
Though entering McKinsey had required a step back in Lane’s
career—her peer cohort at McKinsey
included individuals who had started MBAs when she had
graduated—her trajectory was steep. She
quickly rose to Engagement Manager and then Associate
Principal (AP) in the retail practice, showing
particular strength in “building client relationships.” Most
important, she enjoyed it: she relished the
“fast-paced culture,” “very smart peers,” and “immediate impact
on client organizations.”
There were bumps in the road too. When Lane was promoted to
AP, a moment celebrated by most
as a major achievement, it was difficult for her to hold back
tears as she was “disappointed” in herself
that she had received an evaluation of “very strong” instead of
the highest possible evaluation of
“distinctive.” She was determined to improve on her areas for
development, resolving to take more
ownership over “tough decisions” and act more like “a peer”
when interacting with clients.
During Lane’s tenure as AP, she and her husband gave birth to
their first child and took Australia’s
standard one-year maternity leave. While on leave, she received
a goodbye email from one of her
favorite retail partners at McKinsey and fellow HBS alum, Alec
Fernandez. She reached out to
congratulate him and stay in touch, and he explained he had
taken a senior role at a top retailer where
he would have ownership over both design and execution of a
retail strategy. Even though Lane had
thrived at McKinsey, she found herself envious of his P&L

ownership. Mostly out of curiosity, she
Coaching Makena Lane 418-031
3
casually browsed the web for open roles at other retailers and
discovered Fernandez was recruiting for
a new Director of Beauty to report to him. She decided to apply.
Joining 365
365 Emporium was one of the largest retail grocery and
pharmacy chains in Australia. Founded in
the early 1900s, 365 was among the emblems of Australian
pride and sought to offer a one-stop shop
for food, general merchandise, health and beauty, and pharmacy
services. Specifically, in beauty, the
company sold cosmetics, skincare, haircare, and personal care,
making it a category with high potential
growth but also steep competition.
365 was known to attract local employees with a strong sense of
loyalty. Employees would often
work for 365 their entire lives. It was not uncommon for a
junior employee, such as a store manager, to
rise up to a senior management position. Joanne Mills,
Fernandez’s boss, was an example—born and

raised in the neighborhood next to 365’s headquarters, she had
been with 365 for more than 28 years.
Beginning as a part-time cashier, she had climbed the ranks all
the way to Chief Merchant Officer.
From the early 2000’s, online competition and crowding in the
mass retail space had hit 365 hard.
To maintain growth, 365 acquired seven smaller companies
from 2003 to 2012. Meanwhile, their core
strategy remained unchanged. In 2013, with declines in market
share, same-store sales, and margins,
365 missed projected earnings for the first time since 1987.
Senior management needed a new strategy,
and that new strategy started with hiring fresh talent, like
Fernandez, from premier consulting firms.
From Lane’s perspective, the Director of Beauty role on
Fernandez’ team seemed a perfect fit: she
would own a P/L that exceeded $1B; she knew she worked well
with Fernandez and trusted his ability
to develop her; and she loved the beauty products for which she
would be responsible. She was also
excited that Mills and Mills’ boss were both women whom she
already saw as potential role models.
In fact, Mills’ boss—the President of the company—was both an
HBS graduate and had started her
career at 365 in the same role Lane was considering.
Her interviews went well. Fernandez later commented that “not
a single interviewer was opposed
to hiring Lane. Everyone’s feedback seemed to say, ‘this is
exactly the kind of person we need.’”
Fernandez’s top priority was to develop and execute a
transformational strategy, and he trusted Lane
to provide much needed support. Mills, known to identify a bias
toward action as one of the most

important qualities in a leader, supported Lane’s candidacy
because of the emphasis Lane had placed
on taking decisive action during her interview. When Lane
accepted her offer, both Mills and
Fernandez thought they might have found a unicorn.
From her first day on the job, Lane went to work questioning
the status quo and hoping to identify
opportunities for innovation and growth. She called into
question how and why vendors had been
chosen, how assortment decisions were made, how promotional
offers were constructed, how the
loyalty program worked, and how different teams collaborated
to create a consistent customer
experience. From this process, Lane and Fernandez developed a
clearer sense of her priorities from
which their new three-year transformation strategy, “Beauty
Make-over,” emerged.
Taking Action
Lane’s first priority was to upgrade the customer experience.
She wanted excitement and
consistency in the customer journey, arguing that a customer
should see the same promotional
campaign fully integrated across the company’s weekly Sunday
flyers, in-home coupon booklets,

4
weekly emails, and website, which together would easily lead
the customer to corresponding displays
in stores. “It should feel like a ‘wow’ promotional event and
drive a sense of urgency to buy with
customers,” she explained. From Lane’s work at McKinsey, she
knew this was table stakes in an
increasingly competitive marketplace, but the approach was
novel for 365 which placed ownership of
each of these touchpoints in different team within the matrixed
organizational structure. Consistency
across them required Lane to force alignment between
departments that had not collaborated
meaningfully in the past. As a call to action, she used the recent
annual declines in revenues and
contribution margin of beauty products, one of 365’s highest
growth potential and most important
differentiating categories. To each team, she presented a
comprehensive plan for success.
As part of her effort to upgrade the customer experience, Lane
organized company sponsored trips
to New York and Hong Kong to expose her co-workers to how
leading retailers approached the
customer journey. In each case, she introduced the unit to a
local contact, such as a former McKinsey
colleague, with whom she led tours of several stores,
emphasizing the difference in displays,
packaging, and offerings. While Lane considered these trips a
success, they were also the first time she
came to terms with the full extent of her challenge at 365.
While senior management responded well,
many of her peer and junior colleagues were defensive. She felt

the stark difference between 365 and
McKinsey. “I felt like an alien. They didn’t understand why I
approached things the way I did. Best
practices do not come from small tweaks to how we have always
done things, but inspiration from
how others—across geographies and industries—are doing
things.” Lane felt that a new approach was
why she had been hired, and with the support of senior
management, she pushed forward.
Lane then turned to data. 365, while not high-tech, had invested
heavily in data, and with a huge
customer base and store footprint, the possibilities for data-
driven decision making were substantial.
Lane drew heavily on customer data from 365’s general loyalty
program to create a novel process to
acquire new high value beauty customers. Her goal was for 365
cashiers across Australia to get a screen
prompt every time they checked out a high-value beauty
customer, with a promotional offer to enroll
the customer in the loyalty program. She also wanted to hold
every 365 store accountable for reaching
high value beauty customer enrollment targets with reporting,
analyses, and follow-up actions. When
executing this ambitious plan, some on her team and cross-
functional partners felt Lane’s requests for
such complicated analyses and “extra” work was unreasonable,
to which Lane replied, “We need to do
this kind of analysis to identify new opportunities to drive
growth.” Lane wondered how she would
explain the importance of capturing customer lifetime value if
this was the push back she was getting
to capturing in-year value.
More controversially, Lane insisted on data-driven analysis to
reassess 365’s current mix of brands

and vendor relationships. She drew on a slew of customer
surveys and asked her team to create
composite growth graphs for each beauty brand sold at 365
going back 5 years, correcting for a range
of variables. From these analyses, Lane pushed to sever
relationships with numerous low performing
vendors. Some protested, arguing that these vendors had been
with 365 “through thick and thin” and
that 365 should do the same. Lane insisted that if struggling
vendors didn’t change course now, their
relationship with 365 would have to end.
“Fair” Departures
Lane wanted to ensure that prioritizing precedent and
practicality no longer guided her team’s
approach to problem solving. But some found it very difficult to
adjust. Lane would often draw a
parallel to the difficulties Apple employees faced under Steve
Jobs, someone she deeply admired.
5
Like Steve Jobs, if I see something that is not going to lead the
market or redefine
something in the market, I’m not going to focus on what’s

practical. I’ll talk to you about
what could be possible.
Shortly after Lane began executing on the Beauty Make-over
strategy, a steady stream of employees
on her team began to leave 365, both voluntarily and
involuntarily (Exhibit 2). Some were put on
performance plans and asked to leave—departures Lane referred
to as “fair.” Others could “see the
writing on the wall,” as Lane described it, and “didn’t want to
change.” And others were burnt out by
her demands and approach. Almost all departing employees had
long tenures with 365.
As 365 veterans departed, Lane sought to expand her team with
new talent. She began to hire people
with MBAs from top institutions and from premier consulting or
investment banking firms. Even
though these changes were primarily on Lane’s team, they
caused deep concern on other teams.
Adding fuel to the fire, Australia’s industry retail magazine ran
a cover story entitled “365 Changes its
Hiring Criteria,” featuring Fernandez, Lane, and a few other
former consultants now at 365. When the
issue came out, one co-worker burst into Fernandez’s team
meeting, threw the magazine down on the
table and said, “How are we supposed to feel about this?”
Feedback
Lane felt that she had gone above and beyond in everything she
did at 365. She had sought to role
model innovation for her team, for Fernandez, for Mills, and for
the company. Although her first official
performance review tracked modest results and a “Meets
Expectations” rating, it was widely accepted

that her categories’ performance was based more on her
predecessor’s strategy and budget than hers—
her recent initiatives needed time to work. Because budgets and
vendor agreements were planned 12
months in advance, and changes in-store took nine months to
execute, her second year would be the
true test of her abilities.
By 2015, Lane’s results were undeniably impressive (Exhibit 3).
Her strategic vision had gained the
support of senior executives, she had executed more rapidly
than anyone had expected, her
engagement scores were up (Exhibit 4), and she had been
instrumental in bringing promising new
talent to the company. Confident that she had established her
reputation as a future leader at 365, Lane
applied to the position of Vice President of Organic Groceries
in June of 2015.
When passed over for the position, Lane was surprised and
disappointed, but resolved to bring in
even better results. Her thinking shifted, however, when
Fernandez met with her the following week.
In the process of considering Lane for the VP role, the negative
impact of Lane’s interpersonal style
had become clear, and Mills had emphasized to Fernandez how
important it was that Lane understand
that. Fernandez told Lane he was tired of hearing complaints
and that she needed to watch her style,
because it could get in her way of achieving the impact on the
business. He said people told him Lane
came across as “not listening” and “acting as if she were
smarter than everyone else.” Some even went
as far as saying they felt “disrespected.” Outside of her own
team, he said someone from virtually
every team she had worked with had complained about how

difficult it was to collaborate with her.
Lane was devastated. Fernandez was one of the main reasons
Lane had come to 365. With their
common background, he had become her confidant.
All of a sudden, I went from ‘hero’ to ‘zero.’ I was so
embarrassed. But I also felt like ‘Are
you kidding me? I’m creating a stronger team that’s delivering
on major changes, we’re
seeing results, engagement scores are improving—and all I get
is ripped apart?’
6
After Fernandez shared his feedback, Mills suggested that a
good next step would be to offer Lane
the opportunity to work one-on-one with a coach. 365 had
routinely utilized external coaching services
in the past for high-potentials and wanted Lane to know that the
company recognized her potential
and was willing to invest to help her achieve it.
The Coaching Process
Lane was resentful that she would have to add another
commitment to her already packed schedule.

“What more do you want from me?” she thought. But with time,
introspection, and effort, she
ultimately chose to interpret the company’s offer of coaching as
an offer to become a more inspiring
leader to more people and a sign that there was upward mobility
for her at 365. “If I can fix how I
interact with others who have different viewpoints, experiences,
and levels of motivation, I suppose
this coaching can only make me more impactful at 365 or
elsewhere,” she thought.
Once she decided to do it, Lane approached coaching much as
she did her other projects: with rigor,
strategic thinking and a bias towards action. She met with
several employees elsewhere in the company
who had been coached and learned which coaches they
considered, why, and how effective coaching
had been. After interviews with multiple coaches, she settled on
Betsy Hale (Exhibit 5).
Early Impressions
Prior to their first meeting, Hale asked Lane to complete a pre-
coaching self-reflection (Exhibit 6).
At their first official meeting, Hale and Lane’s joint task was to
create a document of goals for their
coaching program (Exhibit 7). Hale laid out her philosophy of
coaching and introduced key objectives
of her method. When Hale presented a few statements of
purpose, Lane proposed re-writing and re-
organizing them into a structured framework, much to Hale’s
surprise. Though somewhat taken aback,
Hale took it as a positive symbol of Lane’s engagement in the
process. In the past, working with people
who didn’t want to be coached had been a “disaster.”

After meeting with Lane several times, interviewing her co-
workers, and reviewing her assessments
and her reflections on those assessments (Exhibit 8 and 9), Hale
developed a report that synthesized
her findings and outlined Lane’s key challenges (Exhibit 10).
Relational Practices
In the first of many assigned practices (Exhibit 11), Hale taught
Lane a practice called “pause,”
which required Lane to pause for a few seconds every time she
planned to speak in a potentially
contentious conversation. Lane had to constantly remind
herself: “Go slow to go fast. Go slow to go
fast. Listen. Ask questions to understand.” For emails about
difficult subjects, Hale told Lane to
respond through face-to-face conversations.
Hale also asked Lane to identify her key stakeholders,
especially those with whom she had
difficulties, so she could proactively and systematically reach
out to them. Hale insisted on simple and
tangible action, such as asking each person to coffee, one-on-
one. “It’s not a matter of saying, ‘I should
get to know people better’—it’s about how exactly you are
going to do that,” she would say. Lane was
skeptical. “With limited time, I need very purpose-driven
meetings and now I’m going to go and just
have coffee and say, ‘how’s it going?’,” she wrote in her
journal. However, the meetings helped her get
to know colleagues, from which she started to think about the
people involved and not just the problem
that needed to be solved.

7
Debriefing about these conversations with Hale, Lane recalled
how effortless her relationships had
been at McKinsey. As a consultant, she had naturally spent far
more face-to-face time with her co-
workers and leaned heavily on an established structure of
mentorship. In one of her coaching
reflections, she wrote, “It’s nice to be interacting with people
more informally at work—it makes me
feel more like a human being again. But I have to do all the
work to create the structure.”
Finally, to improve relationships with other teams in the
business unit, Hale encouraged Lane to
sometimes “let others be the star.” Lane slowly started letting
her employees make all presentations
during meetings and observed that this increased the level of
empowerment people felt on her team.
It also made other teams more receptive to the ideas presented.
With time, Lane noticed that if she
spoke less often, her words carried more weight whenever she
did speak. Lane started to shift her
efforts to coaching instead of directing others. “It began to feel
good,” Lane reflected.
Independent Practices

Hale insisted that without independent inner work, any changes
from coaching would be
superficial and fleeting. She emphasized that most poor
decisions and abrasive behavior happen when
one’s body is in a state of stress. As such, Hale framed self-
care, sleep, nutrition, and exercise as vital.
This was a very different mindset for Lane, who “didn’t have
time for bathroom breaks” and would
eat lunch during meetings. Lane could not see a way out of
being so busy, given the aggressive targets
her team had to hit, the speed in which they had to do so, and
the bureaucratic 365 organizational
structure and meeting-heavy culture that stood in her path.
After reading a Harvard Business Review article Hale assigned
entitled “The Making of a Corporate
Athlete” (Exhibit 12), Lane started to see the extent to which
health impacts problem solving, decision-
making, and of course interpersonal skills. She started making
time for lunch (booking it as a “meeting”
in her calendar), exercising regularly (running 5ks, instituting
walking meetings), and going to sleep
earlier instead of working late (enforcing a sleep curfew).
Hale strongly advocated for mindfulness meditation or “sitting
practice” (Exhibit 11). Hale saw
meditation as especially important for Lane because of her
tendency to interrupt and react. According
to Hale, self-awareness cultivated in meditation was crucial for
the other relational practices to work.
Lane resisted from the beginning. “Sitting and doing nothing”
was too unproductive for her. She
already “didn’t have any time to spare.” For six months, Hale
continued to emphasize the importance
of the practice until finally, Lane snapped. “Look, just stop! I’m

not going to meditate.” Hale replied,
“Just know then that this coaching won’t give you the results
you want.”
On her way home from work that day, Lane reflected on the fact
that every suggested practice had
eventually turned out to be useful. She wondered, “If I try a lot
of things faster, could I see results
sooner?” The next morning, she tried her first five-minute
meditation. Though she didn’t commit to it
daily, she eventually found it useful for cultivating self-
awareness and calmness. Hale congratulated
Lane on a shift in perspective. Lane congratulated Hale for
helping her see that “less is more.”
Sustainability and “Self-Generation”
The central goal of Hale’s coaching program was to arrive at
“self-generation,” or the ability to
independently drive inner-growth and generate solutions in a
sustainable manner. To Hale,
“dedication” and “authenticity” were the two biggest predictors
of whether someone could sustain
positive change. Dedication meant commitment to the
prescribed practices and authenticity meant an
intrinsic desire for inner growth that was about more than just
meeting external job requirements.

8
As Lane’s year of coaching drew to a close, Hale looked at her
coaching activity log (Exhibit 13) and
reflected on how much work they had done together. Lane’s
final assignment was to synthesize her
key takeaways in one page (Exhibit 14). After reviewing it with
Hale, Lane shared it in person with
Fernandez and Mills and then with her direct reports. Hale
reminded Lane again that their time
together had been “a starting catalyst to a lifetime of learning
and development.”
To celebrate the completion of the formal year-long coaching
process, Hale and Lane both went to
the local movie theater after their last session. Lane had
suggested they see a newly released
biographical film about none other than her role model Steve
Jobs.
Naming Fernandez’s Successor
“Self-awareness, Collaboration, Authenticity,” read the three
sections of Lane’s one page take-away
(Exhibit 14). Mills’ attention kept coming back to the third
heading. She recalled Fernandez expressing
some concern a few months earlier that every time the subject
of Lane’s progress came up behind closed
doors, the conversation would land on the question of
authenticity. “Anyone can act nice and apply a
few memorized techniques taught by a professional coach,”
some would say.
The point was reminiscent of the feedback Fernandez had given

Lane just a year earlier: “Listening
does not mean acting like you are listening. You need to do
more than merely act like you care about
what people are saying. You need to actually care. People can
tell the difference.”
At the same time, Mills could not help but note the immense
time commitment Lane had made to
coaching. “Surely it can’t all be an act,” she thought. Fernandez
had been so inspired by Lane’s one-
pager that he hung it up on his wall. And there had been
substantive changes with real effects. Some
of Lane’s peers had mentioned how pleased they were that she
was letting her employees make more
presentations. While her relationship with select cross-
functional partners remained an issue, she was
collaborating more with people from other teams and had
received praise for doing so.
When Mills sought Fernandez’s opinion, he said he preferred
that Lane continue leading their
ambitious strategy by assuming his role, but that what he
thought didn’t matter. “Almost everything
big I have achieved while at 365 has been because of Makena,”
he said. “And I am sure she will do
amazing things for you if you give her a bigger role. But you
need to be ready for the disruption she
will cause in your team and maybe with your peers. I won’t be
here anymore to defend Makena behind
the scenes. She’ll be on her own, or you will have to take on the
management of the collateral damage.”
If Lane were not selected, Mills would likely have to choose an
outside hire or someone from
another 365 unit. Being passed over for promotion yet again
even after coaching would likely lead Lane

to part ways with the company. Her new strategy was working
well and with Fernandez leaving, Lane
would be the only person at 365 with a deep understanding of
their winning approach. Furthermore,
given her excellent 2016 performance results, Lane had been
noticed not just within 365 but by 365’s
competitors. Fernandez had mentioned to Mills that Lane had
received very attractive offers from other
retailers, several at a premium to her compensation at 365, but
had so far decided to stay loyal to 365,
Fernandez, and Mills.
But if Lane were to revert back to her old ways in a position of
greater authority, Mills feared it
would make Fernandez and Lane’s financial success short-lived
and also lead to an exodus of talent at
a time when 365 was just starting to get back on track.
9
Exhibit 1 Curriculum Vitae for Makena Lane, Updated April
2017 (as submitted to Joanne Mills by
Makena Lane in her application for the VP of Health & Beauty
role)
MAKENA LANE

Work experience
2013 – 365 Emporium MELBOURNE,
AUSTRALIA
Present Director of Beauty
Leading 20-person Beauty Buying, Experience & Service team
in managing $1 Billion+ P/L across 1000+ stores in Australia
to exceed market growth and profitability.
• Strategy: Shaped Beauty Make-over customer experience
vision to achieve the highest performance internally and in the
class of trade.
• Merchandising: Coordinated cross-functionally to design, test,
execute and secure $20M+ funding for 16 new in-store
programs with award-winning displays in top 500 stores for
+$50M annual sales.
• Assortment: Captured +$100M margin over three years from
brand/space optimization, +$50M sales from new brands;
+$35M sales from new categories; 4-yr CAGR +5.4% on
$250M+ sales of private label; continued best-in-class launch of
new; led improvement in in-stock (+25bps) and DOS (-15 days).
• Promotions: Partnered with marketing to launch 2X Beauty
Rewards customer events with omni-channel activation for
+$20M sales; collaborated with top brands on award-winning
customer events to drive disproportionate growth;
optimized offers for profitable growth (YTD +154bps total in-
going margin).
• Beauty Club: Partnered with loyalty team to increase active
beauty members +40% in 12 months, creating the largest
Beauty loyalty program nationally; grew high value members

+35%, emails +55%; launched Beauty Try Me, Love Me in-
store sampling events.
• High Performance Team: Doubled team engagement scores,
led on-campus MBA recruiting for Merchandising,
including launch of MBA internships in the department.
2008 – MCKINSEY & COMPANY AUSTRALIA,
CANADA, US, ASIA, EUROPE
2013 Retail & Consumer Goods Practice: Marketing & Sales
Associate Principal (Promoted from Engagement Manager and
Associate)
Consistently achieved top performance ratings and top team
feedback ratings. Selected for McKinsey’s Global Rotation
Program. Honored with Marvin Award for excellence in
innovation. Example projects below.
• Omni-channel strategy: Defined the Firm’s approach to
building Me-Commerce capabilities; developed 3-year omni-
channel vision, roadmap, and business case for +$100M sales at
a global beauty company and +$150M EBITDA for
fashion retailer, including leading 50+ client team in running
100+ consumer tests.
• Merchandising strategy: Developed #1 in Each Market plan for
3x EBITDA in 3 years for top European private label
manufacturer; built Seasonal Events capabilities for +14% CM
growth at top grocery retailers.
• Operations strategy: Created a BEST store operating model
and excel-based scheduling tool to increase productivity
+10% at a global big box retailer; led smooth post-acquisition
integration of top Asian juice company and global beverage
player for +$50M EBIT.

2005 –
2008
SPECIALTY FASHION GROUP
Director, Growth Strategy
SYDNEY, AUSTRALIA
Senior Buyer (P&L Ownership)
2000 –
2003
AT KEARNEY
SYDNEY, AUSTRALIA
Senior Business Analyst
Education
2003 –
2005
HARVARD BUSINESS SCHOOL
Master in Business Administration (MBA)
1996 –
2000
UNIVERSITY OF MELBOURNE
Bachelor of Commerce, Graduated with First Class Honours

Source: Makena Lane.
41
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11
Exhibit 3 Financial Performance of Directors in the Chief
Merchant Officer’s Team, 2014-2016
2014 2015 2016
Manager Vs. Last Year Vs. Budget Vs. Last Year Vs. Budget

Vs. Last Year Vs. Budget
Makena Lane -1.2% -4.4% +2.0% +1.3% +5.0% +1.1%
Director-A +0.6% -3.4% +0.8% -0.7% +0.6% -2.6%
Director-B -12.3% -13.8% -1.1% -2.9% -1.9% -5.9%
Director-C +2.9% -3.6% +5.4% +3.5% +3.9% -0.4%
Director-D
(joined 2015) +3.2% -1.6%
Director-F -1.4% -2.5% -0.6% +2.1% -3.4% -4.4%
Director-G
(joined 2015) +0.1% -2.3%
Exhibit 4 Team Engagement Survey Scores, 2014-2016
Select Engagement Scores
First Percentage: % of Lane’s team answering 5 on a 1-5 scale
Second Percentage (in parentheses): Difference between Lane’s
team and department average
2014 2015 2016
Overall Engagement 36% (-4%) 56% (6%) 72% (+10%)
Manager who
motivates performance 42% (+11%) 62% (+21%) 57% (+5%)

Manager who provides
support & development 54% (+19%) 80% (+42%) 59% (+6%)
Clear understanding of
what is expected 29% (+5%) 74% (+24%) 74% (+13%)
Encouraged to develop
new ideas 41% (+4%) 53% (+23%) 59% (+5%)
It would take a lot to
get me to leave 12% (-19%) 18% (-28%) 33% (-19%)
Note: At 365, managers only got credit for responses on the
engagement survey that were a “5” on the scale of 1-5.
12
Exhibit 5 Executive Coach Profile: Betsy Hale, PhD, Founder of
Betsy Hale Coaching
Betsy Hale Coaching is dedicated to helping clients translate

strategy into action. Betsy is passionate about
helping technical leaders expand their capacity for solid
interpersonal relationships so that they can create
satisfying work environments and bring sustained results to
their organizations. Prior to starting her firm, Betsy
had over 25 years of leadership experience in corporate
America.
In her executive coaching practice, Betsy’s work focuses on
helping executives develop their strategic
leadership presence, expand their understanding of how
important building and maintaining authentic
relationships is to achieving desire results. She helps senior
executives move to the next level by developing their
agility, strategic perspective, and communication skills.
Experience: Betsy has coached executives and technical leaders
at corporations such as ABSiex, Agilent,
Beckman Coulter, Celgene, Cisco, 365 Emporium, Fidelity,
Oracle, and Millennium – a Takeda Company. She has
also coached executives at Harvard Executive Education
programs.
Formal Education: B.A. in Sociology, Wellesley College; M.S.
in Education, University of Miami; Ph.D. in
Human and Organizational Systems, Fielding Graduate
University. Professional coaching certifications in both
Integral and Somatic coaching.
Background in Training, Leadership and Organization
Development: Betsy has broad experience
developing leaders both in the US and internationally. In her
role at Coulter Corporation, she designed and
implemented a five-week leadership development program that
built bench strength in a cadre of 26 high potential
global leaders. She also designed and implemented a one-week

leadership development program that aligned
over 400 managers with a new corporate strategy. In 2000, for
Beckman Coulter, she led a 5-week assessment
feedback and leadership development program for 130 mid-level
European managers.
Style: Betsy is direct, compassionate, and results oriented. She
helps leaders to clarify their direction, gain new
insights, and translate those insights into action by practicing
new skills. She is known for her sense of humor and
practical, down-to-earth approach. She is certified in a variety
of assessment tools to provide grounding for one-
on-one coaching to CEOs and executives—Benchmarks 360;
Conflict Dynamics, Hay Emotional competency,
MBTI, Firo B, and the Birkman Method.
Somatic Approach & Practice: Betsy emphasizes the importance
of being aware of one’s own body to help
regulate behavior in stressful situations. “Practice” in between
coaching sessions is crucial in Betsy’s approach.
Practices usually include such things as meditation and physical
exercise, as well as specific actions at work that
are meant to translate abstract coaching concepts into everyday
reality.
Source: Betsy Hale Coaching.

13
Exhibit 6 Pre-Coaching Self-Reflection, Makena Lane, October
2015
Pre-Coaching Self-Reflection – Makena Lane
Occupation: Retail management Age: 37 Relationship
status: Married Children: 1
Part I: Self-Assessment
E. On a 1-5 scale (where 1 is low and 5 is high), assess your
competence in each of the following developmental
areas. Cite examples.
Development
Area Definition Examples Self-
Score
Cognitive
Ability to make observations,
discern, analyze, synthesize
with intellectual rigor
Brand optimization; loyalty program membership growth;
holiday assortment re-think 4
Somatic
Awareness of bodily states (in
oneself and others) and
appropriate response with care

Need to anticipate and manage exhaustion, vulnerable
moments, and drivers of impatience, e.g. translating
awareness of body in athletic activities to work exercises
2
Emotional
Ability to observe and discern
your own and others' emotional
state and to stay present with
whatever arises in the moment
Need to acknowledge and control my moods and those of
others, e.g. via asking more questions and giving others a
chance to speak more
2
Relational
Ability to initiate and sustain
rich, mutually satisfying
relationships across life domains
Family & Friends – Very close to nucleus
Team – Improved relationship with direct reports
Business partners – Strong relationships with some
functions, not with others
Suppliers – Strong relationships with half of them
3.5
Spiritual
Ability to sense

interconnectedness of life, to live
with purpose beyond survival
and success of one's own self
I am driven by a sense of purpose. I want to be a strong
role-model for my kids and strong contributor to my
family. I want to bring Alec’s vision for beauty (which I
really believe in) to life, and by doing so make 365 beauty
better for customers than when I joined. I want to build my
team so I become obsolete. I want to inspire other business
partners to believe 365 is capable of more.
4
Creative Ability to be generative and
creative in how you live life
4 - Examples: Creative when it comes to ideas.
2.5 - Examples: I need to request flexibility in where I work.
3.5
Integral Ability to balance and integrate
these areas across life domains Need to work on this. 2
PART II: DOMAINS OF YOUR LIFE
Please describe briefly, your current activities and level of
satisfaction in each of the following domains:
Work – 3.5. Need to achieve what I am longing for.
Finances – 4. I feel lucky, no major concerns.
Body/health – 3. Unhappy when I don’t exercise.
Relationships – 3. So focused on helping to steer fast
moving train, haven’t focused on relationships
Family – 4. I feel lucky, no major concerns
Community – 2. Driven a lot by spouse’s network

Contribution / service – 0. Time limitations
Spirituality – 1. Time limitations
A. How would you describe yourself?
• Determined to make a big impact (committed,
diligent, resourceful, insightful, results-driven)
B. What are your gifts?
• Visionary, drives sense of purpose, thinks
customer, connects the dots
• Energetic, optimistic, believes more and/or
better is possible, thinks about “the wow”,
breaks the mold, puts transformation above
incrementalism
• Operates with Courage & Conviction, believes in
setting up conditions for success swiftly
C. What are your challenges?
• Patience / Suspending judgment / Active
listening
• Resisting need to act and drive / Awareness of
self and others / Easily distracted
D. What are you longing for?
• Improved business results
• High performing team with encouraging and
energizing morale
• Work / Life balance, focused on priorities at
work, home, and for self

14
Exhibit 6 continued Pre-Coaching Self-Reflection, Makena
Lane, October 2015
PART III. REFLECTION
1. What have been the five or six defining moments in your
life?
• Surviving the Cambodian Genocide (makes me appreciate life)
• Studying / Working abroad in high school (exposure to the
world)
• Attending top colleges for undergrad and MBA (confidence to
be among top performers)
• Excelling at McKinsey in the Global Rotation Program
(confidence to excel among top performers)
• Thinking a lot about and falling very quickly for the love of
my life (importance of shortlist of criteria and
aligned values)

2. What were the primary influences that shaped you…check all
that apply
3. What values did you learn from your parents?
Try hard. Girls Can. Care deeply. Laugh a lot.
4. Was there any time in your life where you did not
feel safe? What did you do to protect yourself?
Specialty Fashion Group Head of Strategy > Too young for
it.
5. Recall 3-4 people who have deeply influenced you.
What about them touched you?
Demonstrate empathy, insight, guts and wit.
6. When in your life have you felt vibrant, alive?
Long distance bike trips with my husband.
7. How are you feeling now – more alive, less alive?
Alive personally. Less energetic professionally.
8. What practices currently support you having a
meaningful life? How frequently do you do them?
Outdoor / athletic activity, cooking, and dates with my
spouse and playtime with my children are my meditation.

9. At age 96, how might friends/family describe your
qualities, achievements, inspirations? Any regrets
or advice for yourself?
Qualities
Happy – lived a balanced life as a wife, mom,
daughter, business woman and philanthropist
Very determined and disciplined inspired others
Visionary, impacted people en masse
Optimistic, Felt more/better could be done
Operated with courage and conviction, by ensuring
conditions are set up for success
Thoughtful, consistently approaching ideas and
actions with IQ, EQ, and MQ
Deeply Caring & Committed, great empathy to those
she supported / was supported by
And still took care of herself
Accomplishments / Proud of: Family, Philanthropy,
Career, Novels
Inspiration: Family; Bruce Lee, M. Thatcher, Steve Jobs
Regrets / Self-Counsel: More quality time with family
PART IV: COACHING TOPIC/ISSUE
What is the issue you’d like to be coached on?
o Patience / Suspending judgment / Listening
o Resisting need to act and drive / Self Awareness
o Easily distracted
What makes this an issue for you?
o Want to double my impact
o Create meaningful, enduring relationships

How long have you been attempting to address it?
What have you tried so far? Have you succeeded?
o My whole career
o ½ marathons to give myself goals outside work
o Yes, but not consistently
What will it take to address this issue?
o Awareness and self-discipline
What have you learned from doing this exercise? Prioritizing
empathy for self and others needs a lot of improvement.
Trust empathy to solve problems too. Need to improve
spirituality to get there.
Source: Betsy Hale Coaching and Makena Lane.
15
Exhibit 7 ”Purpose and Outcomes of Coaching,” written by
Makena Lane, November 2015
Draft Purpose and Outcomes for Makena Lane

Purpose: To support Makena in embodying leadership that is
grounded in appreciative inquiry, positive
influence of others, and mindful awareness—with the goal to
become more impactful, drive change faster and
accomplish more at 365.
Outcomes:
1) I will have greater depth of self-awareness and my impact on
others, including knowledge of my stress
triggers and likely stress reactions. I will build a set of
practices that will enable me to re-center myself
when I am triggered, and a set of practices to help me
consistently contribute positively to progress.
2) I will be more capable of building a more engaged and higher
performing team, by setting clear
expectations and using my support to develop their
competencies as they use their best abilities and
judgment in pursuit of goals. I will become more skilled at
delegating “whole jobs,” specifying desired
outcomes, and letting go of the detail.
3) I will spend more time developing connections and being less
transactional with internal business partners
and external vendor partners in order to build and strengthen
relationships and drive impact not just in
my team but the entire retail team.
4) I will develop my ability to positively influence and inspire
others by demonstrating a mood of genuine

curiosity, listening to and appreciating the merits of others’
ideas, building on them, asking more questions
and looking for opportunities to be influenced by others.
16
Exhibit 8 Selection of Insights from Birkman Report
(Standardized Behavioral Assessment)
Note: The Birkman Method Personally Assessment is a widely-
used tool for assessing behaviors of individuals at work. See
https://birkman.com/ for more detail.
LIKELY STRESS REACTIONS
• Exaggerated moods
• Over-emphasis on independence
• Too ready to blaze trails
• Annoyance with delays
• Resistance to routine

• Neglect of system and order
• Feeling discouraged, Pessimistic
• Getting tired, Withdrawing
UNIQUE NEEDS
• She appreciates privacy more than her behaviors
indicate; though outgoing, she can be independent
and operate without full support of the group.
• When giving or accepting direction, she requires
flexible rules; she is somewhat outspoken, and can be
provocative, even domineering.
• She is best motivated with immediate, tangible
rewards and benefits; she seeks encouragement. She
will need extra support in difficult situations.
• When organizing or planning, she is very protective
of her sense of personal freedom. She generally has a
quick grasp of situations, but expects others to be
thorough and thoughtful.
STRESS OF HANDLING CONFLICT ***
Number of asterisks indicates intensity of stress behaviors
Stress behaviors in conflict relate to dimensions of
Authority and Freedom. Your Stress scores in these
areas: 75/100 (Authority), 90/100 (Freedom).
Based upon these scores, when you are feeling stress
in this area, we expect you may begin to:
• Feel so impatient to say what you are thinking that

you don’t listen to what another is saying
• Take a stand and get overly intense with others
over small or other insignificant issues
• Feel impatient with group decision processes or
committees when policy is being shaped
When these behaviors occur:
• Seek out the views, needs and goals of others
without getting loud or intense with them
• Listen carefully before reacting to or arguing with
ideas presented by others
• Assume others are just as interested in solving the
problem as you are, and listen to their ideas
• Practice taking ideas of others as tentative
thoughts - not as attempts to win the argument
OTHER BIRKMAN REPORT INSIGHTS (Recorded in
Makena’s journal)
Source: Betsy Hale Coaching and Makena Lane (Adapted from
Birkman results).

https://birkman.com/
17
Exhibit 9 Selection of Quotes from Coach-Administered 360
Feedback (not shared with 365),
collected January-March 2016
Responses to “What would you like Makena to change or
improve upon?”
Primary Manager
Elevate her role; let others make decisions that are not critical,
so she can focus on what drives impact
Direct Reports
DR1: Makena can be even more effective by relaxing her
assertiveness (when appropriate) and listen for
understanding to the ideas and opinions of others. Sometimes
she does not see / hear the full picture.

DR2: I would like to see Makena work on her listening skills.
Often times she clearly disagrees with a course of
action and it’s apparent that she is waiting for the other person
to stop talking so she may interject. I would like to
see her leverage her strength in the business to actually prove
her thought process when she disagrees
DR3: Empower team to work towards their goals. Show trust in
teams numbers - less double-checking.
DR4: I would encourage Makena to carve out time to work with
more junior level business partners across the
organization who have had many years at 365 to get a sense for
the "365 way" and all the nuanced details behind
why things are the way they are.
DR5: I'd like to see her give others the opportunity to speak up
more and listen to their ideas and let them make
critical decisions on their own when it's the right thing to do.
Sometimes she seems to want to control too much of
the business or a project. She needs to let her direct reports take
on more leadership.
Peer
P1: Demonstrate more respect for individuals in interactions:
always late for meetings, very disruptive, speaks in
a condescending manner when challenged. Use more facts as
part of discussions. Also, would be better to stop
attempting to solve many problems all at once. More

collaboration / partnership across the organization.
P2: Makena delivers results but sometimes she makes key
decisions in a vacuum that have a heavy impact on
others within the organization (long -term and short-term
impact). Understand the operational considerations and
cross functional business partners that need to be involved in
conversations up front.
P3: Makena has the ability to increase her effectiveness by
taking the time to understand the objectives and goals
of her partners, and working to find the common priorities that
will enable both to get breakthrough results.
Makena can also better articulate her vision both long and short
term so others are clear on what is driving her.
P4: Seek input on ideas before moving forward with them
P5: Continue to work with field partners to understand
challenges/opportunities/what works/what doesn't.
Senior Leadership
SL1: I wish there were more opportunities for us to break
through guardrails together and impact change
SL2: Makena could sharpen her ability to bulldoze internal 365
roadblocks. She and her team would benefit from
being able to work in a more flexible framework (or at least
break through some of the rigid framework at times).
Other
O1: 1) More exposure to manufacturer partners and better
understanding of short term (0-24 mo.) and long term
(+24 mo.) planning process. 2) Clearly communicate annual

goals and objectives prior to the joint planning process.
O2: Give her teams more latitude to drive her direction.
18
Exhibit 10 Coaching Report by Betsy Hale: Summary of
Findings from Interviews and Assessments
(Synthesized from Initial Coaching, Seven 30-Minute
Interviews, Confidential 360°
Feedback, and Assessments), April 2016
Context: Makena came to 365 from McKinsey 2 years ago. She
became known as a hard-driving, results-oriented
go getter. Early on she “ruffled some feathers” but recently she
has been trying to be more sensitive to cultural
norms. 365 culture is highly relational, collaborative, and a bit
conflict averse. Believing everyone can add value is
vital at 365. Makena is highly regarded and seen as a high
potential candidate for future leadership.

Overview: Makena’s key opportunity is to move from a focus on
task execution/expertise to a focus on people. It
is a common yet critical developmental milestone for those
aspiring to senior leadership. As one interviewee put
it, “She has extraordinary talent. By improving her relational
skills, she can have more impact and drive change
even faster.” This journey is about a new way of being, not
solving a problem and moving on.
Strengths:
• Delivers Results: Takes initiative, makes things happen; Very
task-driven and seeks to exceed expectations;
Good project leader and highly efficient organizer; Stays
focused on top priorities
• Thinks/Acts Strategically: Has strong vision and business
mind; navigates well between big picture & details
• Business Analytics: Understands math/financials behind ideas;
Great with data; Data-driven decision maker
• Intelligence: Incredibly bright, academically very smart;
Creative - excellent ideas/insights; Has “Good taste”
• Drive & Motivation: Wants to show her warmer “real self”;
Knows she needs to work on herself - has desire
and tenacity to do it; Passion for job and customers; Relentless
- No “off button”; Wants her team to succeed
Potential: Great potential for future leadership. An unbelievable
asset to the company. Has come a long way over
the last 6 months. Really working on her relational skills. Can
leverage some of her key strengths (above) to that
end – in particular, her motivation to be the best and her desire
for her own team to do better.
Development Opportunities:

1. Collaborating with Others
Makena is seen as working in a vacuum, creating plans that may
not jibe with what the rest of the division is trying
to do. She is criticized for sharing her plans late, resulting in
re-work for others. She is perceived as more concerned
with her “winning” good results than supporting the whole
team’s success. Interviewees say she should
collaborate proactively with teams across the store front to
devise plans that deliver sales in all departments. Some
urge her to explore synergies between Beauty and the rest of the
store.
Suggestions: Could get ahead of the curve, communicate more
proactively, and be transparent with her perspective
on how Beauty fits (or doesn’t) into overall plan. Many see that
“Beauty is different as are its suppliers,” but people
want her support for approaches aimed at store-wide results
even when that’s not “the best,” in her opinion, for
Beauty. When she decides to go it alone, people want to hear
her reasons and plans ahead of time.
Key Behaviors to Develop:
- Actively develop open and trusted relationships across the
organization
- Make trade-offs to achieve outcomes that benefit all parties
- Get things done through formal channels and through
relationships w. other parts of the organization
1. Approach to Impacting/Influencing Others
Makena is seen as always interrupting and talking over others.
She does not take in or consider others’ ideas.

When she interrupts she makes others feel judged. Junior people
feel intimidated. She is passionate about things
and often talks too long to get her point across. Others noted
that on occasion Makena can actively listen and take
in others’ ideas. She doesn’t understand that without good
relationships, she cannot have any influence. 365
culture is relationship-driven. Ideas need to be socialized first
with a broad audience. She focuses only on
transactional interaction rather than understanding the needs
and positions of key stakeholders.
19
Suggestions: Her task is to develop genuine interest in other
people - really care about them, their backgrounds,
and their point of view. Be curious. Commit to learning how to
be the very best listener. Allow others to impact
her. Use their suggestions and thank them for their
contribution. Communicate in a way that is supportive and
gentle and avoids putting down people who have years of
experience. Let junior people finish their point or
perspective before talking. In larger settings, listen more. Stop
talking so others can contribute. Overall, slow down.
Key Behaviors to Develop

- Involve and get agreement from people whose input and
cooperation is needed to move forward
- Read others accurately and address their unstated concerns,
interests, and levels of commitment
- Understand and appreciate perspectives of colleagues and
stakeholders who have a range of different
backgrounds, experiences and styles
- Ask others for input very early, before your ideas are fully
formed
- Sincerely be curious and open to nuggets of insight that others
might be able to offer
- Conscientiously take the time to find out how others can add
value
2. Approach to Team Management
Makena needs to play at the right level for her role. This means
she needs to build a strong team below her and
empower them by giving them breathing room to do their job.
She has difficulty letting go of some of the details
and more importantly accepting that some work can be “good
enough.” She doesn’t always distinguish between
the important things that impact the business and other things
that may be more a matter of taste or preference.
Micro-manages and 2nd guesses a lot. She has to let go of some
things for the greater good of the organization.
Suggestions: Learn ways to engage her team, so they are
energized and want to release their discretionary energy.

She is seen as crippling her team and requiring them to get
multiple approvals from her. This leads to a lot of re-
work. Find ways to develop the less experienced team members
by assigning them tasks that are at their skill level
or bit of a stretch. Learn to get the most out of people based on
their abilities. The challenge for Makena is to learn
how to keep her high standards, and at the same time, learn to
make those around her better. How to get
comfortable with “good enough” and “different from what she
would do” in service of helping her team learn
and grow. Getting others to do what you want = impact. You
need to have a relationship with them to do this.
- Gives team members responsibility and accountability and
steps back to let them do their work
- Knows when/how to intervene in critical business decisions
that others have been empowered to make
3. Ability to Engage and Inspire Others
Feedback providers see Makena as coming across as “all
business” with little interaction on an emotional level.
When Makena is under pressure, she can come across as very
task focused, overly direct, rigid, and disrespectful.
Suggestions: Focus on softening more and opening up. Let
others see her human and vulnerable side and where
she is coming from. Be appreciative of how others may
understand merchandising in a way that she doesn’t. Learn
about the culture and “how to get work done around here.” Talk
to people, listen. Learn how what she wants for
Beauty affects others and their goals and priorities. Ask – is this
right for the company as a whole – not just beauty.
- Communicate with confidence in a way that impacts and

inspires others
- Listen actively and respectfully to others in a way that makes
them feel valued and heard
- Convey confidence in others ability to achieve their goals and
objectives
- Make time to be personally visible and engaged with
colleagues
- Encourage open expressions of ideas and opinions.
Possible Blind Spots: Makena is so driven toward high
performance that she seems unaware of others and her
impact on them. She has a strong drive for perfection that is
not always needed. She comes across as being
extremely focused on what is important to her. People
experience her as being judgmental and everything has to
be “her way.” She can be very demanding and sets high
expectations for herself and others.
20
Exhibit 11 Prescribed Practices During Coaching, Betsy Hale
Coaching

Practices
We are what we practice, and we are always practicing
something…
At Work
1. Conversation: Spend a few minutes in conversation with each
of your team members each morning –
checking in with them with regard to how they are doing and
feeling. Learn about their family, their
interests, their kids, what they do on the weekends, any
illnesses in the family - etc.
2. Personal Sharing: Share something about yourself as
appropriate
3. Saying Yes: KPI – say “yes” to others suggestions… 5-10 x
a day
4. Good Enough: Make several determinations each day that
something is “good enough”
5. Stakeholders: Make a list of key stakeholders; Take each one
to lunch to get to know them on a more
personal level
At Home / Personal
1. Reflection: Begin a daily reflection practice. Set an intention
in the morning, and at the end of the day
reflect on how you did

2. Mindfulness Meditation / Sitting Practice: Find an approach
to mindfulness meditation that works for you
and do it 5 out of 7 days for the remainder of the program.
Examples: Sitting (see below), Loving-
kindness meditation, Body scan
Sitting Practice Instructions:
20 min/day, everyday. If you are new to meditation, start with 5
min
What is it?
1. Sitting is simple and because of that can be difficult to do
2. Impossible to do it wrong if done sincerely. It’s tempting to
assess/berate ourselves
3. A practice in observation, acceptance, compassion, stillness,
and discovering our true nature
4. You do not have to believe in anything to do sitting - it does
not exclude any religion
How to do it
1. Sit up straight in the chair with your feet on the floor
2. Either close your eyes or gaze at a spot of the floor 6-8 feet
in front of you.
3. Bring your awareness to your breath – either in your abdomen
that rises and falls as you breathe or at
the tip of your nostrils where the air enters and leaves your
nose. Select the area that is most felt by
you. Do not change your breathing begin to observe it. Do not
change areas of attention.
4. Say quietly to yourself “in” when inhaling and “out’ when

exhaling. Between breaths bring attention to
the points where your body touches the chair, where your feet
touch the floor.
5. Focus all of your attention on your breath. If you find your
attention wandering simply say :”thought:
to yourself and bring your attention back to your breathing. You
may wish to label the thoughts as
“planning, memory, fantasy and so on. You may simply use the
word thought, if you wish. If you
begin to judge yourself simply say “thought; or judgment and
return your attention to your breathing.
6. Acknowledge any sensations in your body by saying
“sensation and return your attention to your
breathing. Do the same with any emotions or feelings that may
occur.
21
Exhibit 12 Suggested Readings & Practices During Coaching,
Betsy Hale Coaching

Readings

Articles:
• “The Making of a Corporate Athlete” Harvard Business
Review. Jim Loehr and Tony Schwartz, 2001.
• “Harvard Yoga Scientists Find Proof of Meditation Benefit”
Bloomberg News. Makiko Kitamura, 2013.
• “The Practice of Pausing before You Speak” Just One Thing
Newsletter. Rick Hanson, 2015.
• “Banish Fear through Appreciation” The Energy Project. Tony
Schwartz, 2015.
• “How to Meditate: 18 Tips to Successful Sitting Practice”
Huffington Post. Donna Rockwell, 2014.
• “The Art Of Powerful Questions: Catalyzing Insight,
Innovation, And Action” Whole Systems
Associates. Eric E.Vogt, Juanita Brown, and David Isaacs,
2003.
• “Balancing Advocacy and Inquiry for Dialogue”, The
Collaboration Lab. S. Sockalingam, 2010.
• “Powerful questions” Co-Active Coaching (3rd Edition).
Henry Kimsey-House and Philip Sandahl, 2011.
• “Real leaders ask” Harvard Business Review. Judith A. Ross,
2006.
• “Instead of Feedback, Try Feedforward to Boost Team
Performance” Inc. Marshall Goldsmith, 2014
• “Defensive and Supportive Communication” Betsy Hale
Coaching. Betsy Hale, 2013.
• “Levels of Leadership Agility” ChangeWise. Bill Joiner, 2008.
Books:

• What Got You Here Won’t Get You There. Hyperion Books.
Marshall Goldsmith, 2007.
• Leadership Agility: 5 Levels of Mastery for Anticipating &
Initiating Change. Jossey-Bass. Bill, 2007.
• Leadership and the Art of Conversation. Three Rivers Press.
Kim Krisco, 1997.
• Leadership and Self Deception: Getting Out of the Box.
Berrett-Koehler. Arbinger Institute, 2015
• Be Excellent at Anything. FreePress. Tony Schwartz, 2011.
22
Exhibit 13 Coach Activity Log: Makena Lane with Betsy Hale
Makena Lane with Betsy Hale
Activity Status Date Duration
Initial meeting and 3-way kickoff – Coaching Session (in-
person) Completed 14-Oct-15 2 hr
Write Purpose & Outcomes doc - Coaching Session (in-person)

Completed 11-Nov-15 2 hr
Birkman feedback – Coaching Session (in-person) Completed
4-Feb-16 2 hr
Follow up call - Coaching Session (phone call) Completed
24-Feb-16 1 hr
Admin follow-up on resources –Administration Prep/Reporting
Completed 24-Feb-16 1 hr
Coaching follow up - Coaching Session (in-person) Completed
29-Mar-16 1.5 hr
Follow up and resources - Administration Prep/Reporting
Completed 29-Mar-16 1 hr
7 360 phone calls (phone call) Completed 13-Apr-16 3.5 hr
360 report analysis and writing – Admin Prep/Reporting
Completed 28-Apr-16 5 hr
360 feedback - Coaching Session (in-person) Completed 29-
Apr-16 3 hr
Coaching - Coaching Session (in-person) Completed 20-May-
16 1 hr
Check in - Coaching Session (phone call) Completed 25-May-
16 0.5 hr
Check in phone call - Coaching Session (phone call) Completed
6-Jun-16 0.5 hr
Review P&O with boss - Coaching Session (phone call)
Cancelled 6-Jun-16 0.5 hr
Coaching session - Coaching Session (in-person) Completed 4-
Jul-16 1 hr
Check in - Coaching Session (phone call) Completed 18-Jul-
16 1 hr
Check in - Coaching Session (in-person) Completed 25-Jul-16
1 hr
Coaching - Coaching Session (in-person) Completed 5-Aug-
16 1.5 hr
Coaching re "brand" - Coaching Session (in-person) Completed
19-Aug-16 1.5 hr
Confirm "brand" - Coaching Session (phone call) Completed
15-Sep-16 1 hr

Prep; - Administration Prep/Reporting Completed 13-Oct-16
0.5 hr
Coaching call - Coaching Session (phone call) Completed 20-
Oct-16 0.5 hr
Coaching call - Coaching Session (phone call) Completed 27-
Oct-16 0.5 hr
Check in - Coaching Session (in-person) Completed 8-Nov-16
0.5 hr
Scheduling - Administration Prep/Reporting Completed 11-
Nov-16 0.5 hr
3 way with boss, and HR - Coaching Session (phone call)
Completed 12-Dec-16 1 hr
Coaching re-focusing - Coaching Session (phone call)
Follow up - Coaching Session (phone call) Completed 19-
Dec-16 0.5 hr
Coaching - collaboration - Coaching Session (phone call)
Somatic practices - Coaching Session (in-person) Completed 6-
Jan-17 1.5 hr
Check in - Coaching Session (phone call) Cancelled 12-Jan-
17 0.5 hr
Follow up - Coaching Session (phone call) Completed 13-Jan-
17 1 hr
Follow up - Coaching Session (phone call) Completed 20-Jan-
17 0.5 hr
Reflection - Coaching Session (in-person) Completed 27-Jan-
17 1 hr
Check in and review of learning - Coaching Session (phone call)
Completed 9-Feb-17 1 hr
Final 4 way meeting - Coaching Session (in-person) Completed
14-Feb-17 1.5 hr
Total: 44.5 hrs

23
Exhibit 14 ”One Pager” of Lessons Learned from Coaching,
Written by Makena Lane
How Coaching Has Changed My Beliefs, by Makena Lane
Self-awareness
1. From changing my thinking to changing my behaviors and
energy levels) to control my emotions to think more clearly and
compassionately
• Pausing to be mindful
realizing that “less is more”
• From peaks / valleys model to a continuity model

stable against the environment
• Moving so fast, I didn’t check enough where I was on the
mood elevator
Collaboration
4. From believing collaboration was about fitting our pieces
-creating the pieces together
• Feedback vs input
5. From making the conversation about me, my team, my
• “Being here now, for me” to “being here now, for others”;
understanding other’s goals
• Thinking about how big of a team I’m playing on
influencing the energy in the room to influence
the answer
• Best answer wins vs most supported answer = most likely
executed answer
role is to build confidence in others
• Difference between shutting down ideas or building on ideas,
making others the star

Authenticity
8
know
• Spent so much time thinking about the problem that I assume
I’ve thought about it all
• Seeing only what I have already seen, and missing blindspots
• Moving from arrogance to humility
• Increasing transparency
questions to understand other’s POV
• Not wanting to be influenced without having my own POV
first
• Appreciative inquiry fuels my love for learning new things
10.
Coaching Makena LaneMakena~lei Chuong LaneJoining
365Taking Action“Fair” DeparturesFeedbackThe Coaching
ProcessEarly ImpressionsRelational PracticesIndependent
PracticesSustainability and “Self-Generation”Naming
Fernandez’s SuccessorExhibit 1Curriculum Vitae for Makena
Lane, Updated April 2017 (as submitted to Joanne Mills by
Makena Lane in her application for the VP of Health & Beauty
role)Exhibit 2Makena Lane’s Organizational Chart Changes,
2014 – 2016Exhibit 3Financial Performance of Directors in the

Chief Merchant Officer’s Team, 2014-2016Exhibit 4Team
Engagement Survey Scores, 2014-2016Exhibit 5Executive
Coach Profile: Betsy Hale, PhD, Founder of Betsy Hale
CoachingExhibit 6Pre-Coaching Self-Reflection, Makena Lane,
October 2015Exhibit 6 continued Pre-Coaching Self-Reflection,
Makena Lane, October 2015Exhibit 7”Purpose and Outcomes of
Coaching,” written by Makena Lane, November 2015Exhibit
8Selection of Insights from Birkman Report (Standardized
Behavioral Assessment)Exhibit 9Selection of Quotes from
Coach-Administered 360 Feedback (not shared with 365),
collected January-March 2016Exhibit 10Coaching Report by
Betsy Hale: Summary of Findings from Interviews and
Assessments (Synthesized from Initial Coaching, Seven 30-
Minute Interviews, Confidential 360 Feedback, and
Assessments), April 2016Exhibit 11Prescribed Practices During
Coaching, Betsy Hale CoachingExhibit 12Suggested Readings &
Practices During Coaching, Betsy Hale CoachingExhibit
13Coach Activity Log: Makena Lane with Betsy HaleExhibit
14”One Pager” of Lessons Learned from Coaching, Written by
Makena LaneC. What are your challenges?A. How would you
diligent, resourceful, insightful, results-driven)B. What are your
thinks customer, connects the dotsD. What are you longing for?
ore and/or better is possible,
thinks about “the wow”, breaks the mold, puts transformation
believes in setting up conditions for success swiftly
Answer the following questions about the case (attached as
pdf):
· How would you evaluate Lane's coaching process and
progress?
· If you were Mills, would you promote Lane? Why or why not?

· What does Lane need to change in order to be ready to be a
Vice President?
Max 2 pages, double spaced with font size 12
Tell me about a problem you solved at work and how you solved
it." Describe how you made an important decision at work."
Questions that should not be asked
Certain subjects can be the basis for complaints of
discrimination on the basis of e.color, gender, marital status,
national origin, religion, age, and disability. For
race
reason, the following questions are examples of ones that
should be avoided in reemployment interviews. If the questions
are not job related, do not ask.
1"What is your nationality and native language?" "Place of
birth?" 2. What is your religious affiliation?"
3.What is your marital status? Spouse's name?" "What is your
maiden name?
a Where does your spouse work?" "What does he/she think of
your working?"
5.Do you have a family or plans to start one?" "Who will baby-
sit for you?" 6.What is your date of birth?" "Date of graduation
from school?" "Age?"
Box 3-2 (continued)
Using Questions
Questions play a major role in interviews as tools of the trade.
The wording of questions is as important as one's manner and

tone of voice. A friendly approach in asking the questions
communicates the desire to understand and be of assistance. The
kind of questions asked should require the other
person to talk 60% to 70% of the time. Questions that are highly
specific or
may be answered with one word, such as "yes or "no, " should
be avoided
initially, but may be necessary to follow up on specific
information. A
SKIlled person listens and evaluates each answer and may probe
further
Questions may be classified in several ways: open or closed,
primary
Or secondary, probing, and neutral or leading.
Open and Closed Questions
pen questions are broad and give the interviewee great freedom
in deciding
wnat lacts, thoughts, and feelings to express while giving the
protessional
an opportunity to listen and observe. Open questions allow
people to tell
neir story28 The following are examples of open questions:
Will you tell me a little about yourself?
What are some foods you like to eat during the day?
What have you done in the past to try to lose weight?"
wnat made you decide to seek employment here?
66

1/COMMUNICATiON SKILLS
At the beginning of an
interview, open
questions are less thre
communicate
more
interest
and trust;
answers reveal what th:hing
ter amount of ti
hreate
al what the interviewt
thinks is most important. time the
Disadvantages
are that they may
involve a greate amount e
isorganizeda
collection of unnecessary
information,
and lengthy, disorganized
restrictiong-
a

The following are examples of open questions with moderate
ree
"Can you tell me about the types of meals you eat during the
daa
"What did the doctor tell you about your health and diet?
"What were your job responsibilities in your previous position?"
"How did you become interested in this position?"
"What skills do you have that are important for this job?"
CASE ANALYSIS 6
What topics would you like to discuss with Mrs. Maynard about
controlling her blood
pressure?
In follow-up visits, open questions should be broad to allow the
dlient
to determine the focus of the interview. Examples are, "How are
dietary goals progressing?" or "What progress have you made
sine
last talked?" The counselor should begin discussion with
whatever b
current concern to the client. For opening questions, the
interviewer sho
rer to the records regarding the client's background, problems
previous counseling goals.

Closed questions are more restrictive; that is, they control the
len
answers while obtaining a single fact or missing information.
questions are more limiting than others, such as:
and
ngth ot
ome closed
"Who cooks the food at home?"
"Do you salt your food?"
Tell me about any snacks you eat between meals. "What special
diet or food restrictions, if any, do you folloW
Closed questions give the interviewer more control, requ ralue
w from the interviewee, and are less time consuming which is
only a short screening is needed.3 Disadvantages include the ws
l of communication, which might result if the interviewe .
interest in the answers, and the need for additional questio
ewer
shows
li"
Ue when
brain
information. Table 3-2 summarizes the advantages ana d the
different kinds of questions.
ntages o

3/INTERVIEWING 67
Advantages Type of Questions
Disadvantages
Gives interviewee control
Open Time consuming
Communicates trust/interest Supplies unneeded
information
Less threatening
Tells what the person thinks is
important
Gives interviewer control Closed Provides incomplete answers
Provides quick answers Short answers force more
questions
Verifies information
Primary Introduces new topics
Secondary Elicits further information
Leading Directs person's answer
Reveals bias of interviewer
Neutral More accurate answers

Table 3-2 Advantages and Disadvantages of Questions
Primary and Secondary Questions
Questions may also be classified as primary or secondary.
Primary ques-
tions or requests are used to introduce topics or new areas of
discussion.
The following are examples:
Now that we have discussed your most recent position, please
tell me
about your former job with Smith & Company"
"Now that we have discussed the foods you eat at home, please
tell me
about what you eat when you go to restaurants."
Note that mentioning what was just said shows that you have
been listening.
Secondary questions, also referred to as "follow-up" questions,
are
equests to obtain further information or explanation that
primary ques-
ions have failed to elicit. Interviewees may have given an
inadequate
esponse for many reasons, including poor memory,
misunderstanding of
the question or amount of detail needed, and the feeling that the
question
s too personal or irrelevant. Specific follow-up questions, such
as the
following, may be asked:

What do you have for dessert?
68 1/COMMUNICATION SKILLS
"What
other
beverages
do you
drink?"
"In your
previous
position,
how many
pe0ple
did you supervic.
nprowe Although the client may
not be able to answer the precedine auso.
week the spur of the moment,
short-term memory
of foods can be in
d of the day of the
questions Probing
ala with some
prompting.

The client may be reminded of the dav ofPrO
where he or she spent the day, whether meals were eaten
restaurant,
whether others were present, and so on.
Probing questions are secondary questions that ask clients to.
partial responses or to continue."° For example:
"Could you elaborate on. . .
"Will you tell me more about. . .
Neutral and Leading Questions
Neutral questions are preferred to leading questions. Neutral
question
allow the respondent to decide the answer, whereas leading
questions direc
the respondent toward one answer, an effect that may be
unintentional
on the part of an inexperienced interviewer" Leading questions
suges
an expected answer, as in the following examples:
"You drink milk, don't you?" "Yes, of course." Instead, ask:
"What beve
ages do you drink?"
YOu aren't going to eat desserts anymore, are you?" "No."
Instead as
"What will you have for dessert?"

"Breakfast is SO important. What do you have? Cereal?" Instead
ask: "What do you have to eat and drink first after you wake up
in u morning?"
One of these questions assumes the client eats breakfast, and i
these
instances people may answer even if they usually omit the meal.
hi
Clients
may change their answers on the basis of a nonverbal
appearance
of the
practitioner of surprise, disgust, dislike, or disagreement with
what clients
are saying. To receive uninhibIle
responses from clients, tn
terviewer needs to avoid n
appearances.
Discussing interview information
Source: Photo by Joe Mitchel.
SELF-ASSESSMENT 2
Directions: ldentify the following questions as open, closed,
pri-mary, secondary, or leading
VOu mentioned that the only meal you eat at home is dinner.
Can you tell me

uhere you eat your breakfast and lunch and what you are likely
to have?" "Do you put mustard on your hamburger?"
3. "What do you put on your salad?"
4. "How do you cook your meats?"
Directives
When you as the interviewer sense that too many questions are
being asked and the respondent may be developing a feeling of
interrogation, you may introduce some questions as a statement
or directive. For example: "How has your diet been going? may
be changed to "Td be interested in hearing how your diet has
been going."
"How did you become interested in this position?" may be
changed to "Td be interested in some of the reasons you decided
to apply for this position." This makes the interview more
conversational. Questions should be asked one at a time and the
interviewer should concentrate on listening carefully to the
answers rather than thinking ahead to the next question.
Sequencing Questions
Questions can be arranged in a "funnel," "inverted funnel," or
"tunnel"
sequence. A funnel sequence begins with broad, open questions
and pro-ceeds to more restrictive or closed ones.340 The funnel
sequence is a series
of questions, each covering a different topic to gain specific
information.
It may be an appropriate choice in a nutrition interview.
EXAMPLE "Please tell me about the foods you eat during a
day's time."
"What do you have for snacks between meals?"
"We haven't discussed beverages-what do you like to drink?"

Beginning the interview with open-ended questions poses the
least
threat to the person and encourages a response. The person then
volun-
Eers information, making it unnecessary to ask additional
questions. An
Verted funnel sequence may be preferable. In preemployment
interviews,
xample, an apprehensive applicant may feel more comfortable
initially
uealing with a specific closed question than with a broad, open
one, such
70 1/COMMUNICATION SKILLS
as "Tell me about yourselt." As the meeting progresses.
become more open."
26
questions n
ments star
with
In
"What"
takinga
or

food
"Tell
and
me
nutrition
about" elicit
history,
better
questions
responses
or
that
statem.
than
do
"Do
not
you
requi
an

Review dict history examples in Box 3-1. Questions that
"yes"
do nYou
or no sufficient answer or may be answered with one word or
"ves
less productive, as in the following examples:
EXAMPLE "Do you eat breakfast?" "Yes."
"Do you like milk?" "No."
"How often do you eat meat?" "Every day."
A series of short, sequential, dead-end questions from the
profession ional list of information to be gathered prevents
people from telling their e
and information may be omitted as a result. Instead, gather this
infam
tion using a broad opening question or directives, as follows:
EXAMPLE "Please tell me about the first foods and drinks you
have
most days, what you eat, and the amount."
Why" Questions
Some recommend avoiding questions beginning with why. "Why
indicate one's disapproval, displeasure, or mistrust, thus
provoking fensive feelings, as it appears to ask the person to
justify or explain ns her behavior. For example:
"Why don't you follow your diet more closely?" "Why don't you
eat breakfast?"

5STAGES AND PROCEsSES OF HEALTH BEHAVIOR CHANGE 113 inter.docx

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