For anyone in a leadership position, responsible for the performance of others, there is always an obvious concern with the quality of the work performed and the adherence to the mission, vision, values and culture of the organization. Traditional methods of assuring quality performance include some form of performance appraisal, giving feedback on staff members' performance as the key element of the process. Much attention has focussed on the manner in which feedback is given. In this paper, the authors propose that the most effective way to monitor and encourage high performance is not to "give" but instead to "elicit" feedback. The authors stress that by employing a coaching process, Cognitive Coaching[sm] for example, a leader is able to encourage and inspire staff to focus their skills and intellect on performing their duties with increasing levels of commitment and creativity.