This guide covers the habits that make the biggest difference: triaging with digests, reviewing for patterns, recognizing strengths, coaching on specific moments, and following up over time. For running the meeting itself, see How to run effective one-on-ones with Porter.

1. Start with the digests

Don't open conversations one by one. Start with a digest to see what needs attention, then go deeper only where it's warranted.

• Daily Digest: what happened recently. Use it to spot conversations that need follow-up and team members who may need support.

• Weekly Digest: the bigger picture. Use it to see team-wide trends, recurring issues, and where to focus this week's coaching.

Select Ask Porter about this digest to dig in. Good questions to start with:

• “Who needs coaching attention?”

• “What went well this week?”

• “What should I focus on in this week's coaching?”

2. Review each team member weekly, and look for patterns

Check in on each team member's recent conversations regularly. Do a more focused review at least once a week.

Use conversation scores and Coach's Corner to see where attention is needed. Review the feedback for each coaching criterion, then use the timestamps to jump to the moments behind it.

Avoid coaching off a single conversation. Look across several to tell a one-off from a habit. Watch for:

• Coaching criteria that score low again and again

• Questions or objections that keep getting missed

• Follow-ups that are often unclear or incomplete

• Areas where the team member is consistently strong

3. Recognize what's working

Reviewing conversations shouldn't only be about finding problems. Find calls your team handled well, point out exactly what made them work, and ask for more of it. Specific praise sticks better than general praise, and it gives the rest of the team a model to learn from.

Ask Chat with Porter:

• “Which recent conversations show this team member at their best?”

• “What specific behaviors should they keep using?”

• “What could I use from these conversations as an example for the team?”

4. Coach on real moments, not general impressions

“You need to work on objections” is hard to act on. “At 2:14, when the customer pushed back on price, here's what could have worked better” gives the team member something concrete to try on the next call.

When you spot an area to improve, tie it to the actual conversation and the exact moment. Use Coach's Corner, scores, and timestamps to see where the opportunity came from. Coaching playbooks can help you see which criteria need the most attention.

Keep it to one or two focus areas at a time. Fixing one thing is better than hearing about five.

5. Capture moments with notes

When you find something worth discussing, leave a note right on the conversation instead of trying to remember it or sending a separate message.

• On the transcript: add a note to a specific line. It's timestamped, so you or the team member can jump straight back to that moment in the transcript and recording.

• While listening: pin a note to the current point in the recording without hunting for it in the transcript.

The team member gets notified, so notes also work as feedback while the call is still fresh.

Make notes specific. Skip “Good job” or “Needs work.” Say what happened and why it mattered, for example: “Great move confirming the address and arrival window before ending the call. That's what prevents no-shows.”

Those notes become your agenda for the next one-on-one.

6. Close the loop

Coaching only works if you check whether it's being applied. After you talk with a team member, keep an eye on their next few conversations to see if the behavior is changing. Then recognize the improvement or adjust your approach.

You don't have to review every conversation in the same depth. Let Porter show you where to look, then spend your time on the conversations and people that need it most.