How to Coach Fast, Efficiently, and Effectively
One of the worst things about coaching is that it can be an enormously time-consuming, energy-draining experience. More than one executive has found herself entangled in a complex, seemingly endless series of meetings with a direct report who just can’t seem to get it together. At times, coaching feels akin to a never-ending task, because problems recycle without solution. Just when you think you’ve coached one person in a helpful way, another issue surfaces and you’re back to square one.
One of the great assets of Tony’s coaching style is its speed and pragmatism. Not only does Tony cut to the chase when he’s helping his people deal with issues but he does so without making them feel like he’s giving them the bum’s rush. If Tony could advise you how to deal with the ten most common coaching problems you face, here’s what he might suggest.
Problem #1
You have a direct report who always offers excuses for missed deadlines and sloppy execution. She never accepts responsibility for her actions. When you talk to her and try to explain what she did wrong and how she might correct it, she provides very reasonable explanations of why something went wrong, and you’re left questioning yourself. When you think about it, though, you see the pattern of behavior and know she’s investing more energy in coming up with excuses than in doing the work.
Tip
The next time she starts offering excuses, don’t act like a wuss and go all apologetic. Interrupt her in midsentence. Raise your voice so she knows you mean business. Slap the table for emphasis. And tell her you don’t want to hear one more excuse. Not now. Not ever again.
Problem #2
Your talented direct report is a lone ranger and works poorly with other members of your team. People complain they can’t work with him because he’s so abrasive and refuses to share information. You’ve pushed him to change, but you’re afraid to push him too hard because he’s talented enough that he could easily get another job.
Tip
Make up your mind if you’re willing to risk losing him. If you are, let him know the impact he’s having and that this is not the way to become a "made" executive. If he’s too valuable to lose, then keep him away from everyone else and give him projects he can work on by himself.
Problem #3
For the third time in the past few months, a direct report has complained to you about not receiving a promotion she feels she richly deserves. You just don’t think she’s ready to take on a more responsible position—which you’ve hinted at—but she refuses to pick up on the hint and is clearly resentful, which is impacting her work and the morale of your group.
Tip
Stop pussyfooting around. Tell her she isn’t ready and if she keeps whining about it, she’ll never be ready. Don’t give her a load of crap about how there aren’t any openings or how your boss put the kabosh on it. Let her know you’re standing in her way and why. Then tell her what she needs to do so you’ll be willing to give her promotion your blessing.
Problem #4
You’re working with a veteran employee, someone who has been with you for years, but his performance has slipped recently. You’ve had a good relationship and he obviously feels like he’s secure because of this long-standing association. He’s coasting, perhaps because he only has a few years before retirement, but he’s hurting your results. When you talk to him about his performance, you feel uneasy, as if you’re being disloyal to him in some way, and so you back off.
Tip
Be straight with him. If you think he’s a good guy who’s been loyal, you owe him big time, and you aren’t doing him any favors by pretending he’s cutting it. Tell him what he is doing wrong and what he needs to do to save his job. Yeah, it’s tough, and he might not like you leveling with him, but if he’s smart, he’ll figure you have his best interests at heart.
Problem #5
You have someone working for you who is very nice and tries hard, but you suspect she’s wrong for the job; her skills and attitude just don’t mesh with the position’s responsibilities. You believe you’re responsible because you assigned her the job, so combined with her niceness and hard work, you don’t feel you can tell her that it’s not working out.
Tip
So do you think it would be better if you both get the ax? There are lots of nice, hardworking stiffs in the world, only you don’t want them working for you. Maybe you can find her a position that’s a better fit. Whatever, just don’t sit there twiddling your thumbs. The longer you wait, the harder it’s going to be, and the more damage she’s going to do.
Problem #6
The merit pool for increases was small this year and you had to give a senior member of your group (but not your top performer) a lower-than-average increase, even though he made valuable contributions. When you give him his increase, he becomes irate.
Tip
Okay, life isn’t fair, and you can’t control everything. Tell him that. You also should acknowledge his contributions and maybe reward him some other way—a day off, a tip on a fixed horse race, that type of thing. Be straight about what he needs to do differently next year. Don’t keep information about raises a secret like the Feds are tapping your conversation and they’ll throw you in the slammer if you breathe a word about this stuff.
Problem #7
You have a usually reliable performer who is going through a rough patch because of a divorce. She’s caught up in the emotion and the details of a messy breakup. Still, your group has had to carry her for two months, and you don’t know how much longer you can do so before the group’s performance is hurt.
Tip
Believe me, I know how this type of thing can mess up your mind. Talk to her as a human being, not just as her boss. Forget the line between personal and professional. The right thing to do is to listen to her talk about what’s bothering her, and be compassionate. Maybe even suggest she get help through Employee Assistance. You’ve got to watch things so they don’t hurt your team, but cut her some slack. The odds are she’ll get through the divorce okay and pretty soon she’ll be contributing like she did before.
Problem #8
You’ve got a top performer who is starting to top you. He’s excelling at everything you give him and making other people around him better. You naturally feel threatened and wonder if his superior performance will make your bosses wonder why he doesn’t have your job. You’re thinking about talking to him and telling him to "pace himself."
Tip
You got an insecurity problem or what? Are your bosses a bunch of numskulls who don’t get that your leadership is what is helping this guy do such a bang-up job? You should talk to him, but tell him to keep it up; pat him on the back and find ways to reward him. He might get your job, but only after you’ve been promoted yourself for being the type of leader who can grow his people.
Problem #9
You have a young direct report who has gotten off to a great start, which has also resulted in a growing arrogance that you and others find off-putting. Just as important, she is overconfident to the point that she is getting sloppy—she isn’t as thorough as she was when she first joined your group. You want to rein her in without discouraging her, but you’re not sure how to do so.
Tip
Don’t lecture her; don’t tell her how it was when you were young. These kids hate that stuff. Instead, let her know what others think about the way she’d been acting. Let them tell her she’s been sloppy, that she’s walking around with a stick up her butt. She can’t argue with the facts, and she’ll take it better if you tell her all the good things she’s been doing to balance out the bad.
Problem #10
Your boss comes to you for advice. He’s excited about a white paper he wants to publish on the company Web site concerning the future of your industry, but he wants your feedback before doing so. You find that although he has included a lot of good ideas in the paper, he also reaches conclusions that will discourage employees—he talks about how the industry’s golden age is over—never to return. You wonder if you should burst his bubble and tell him why you don’t think his paper should be published, or if you should assume that he really doesn’t want any feedback that isn’t approving.
Tip
Unless he’s a weasel, he asked you because he respects your opinion; he’d be disappointed if you were anything less than honest. Of course, you don’t want to be an idiot and say something like, "This stinks!" Tell him what concerns you about the white paper; lay out the downside for him. Then volunteer to help him edit it so it eliminates the downside.