When your direct report exhibits performance deficiencies, working with him to improve can entail delicate, high stakes conversation. If it doesn’t go well, you could demotivate him and cause him to think about walking. What is the best way to approach this? Should you be a cheerleader and stick with the positives? Should you be firm and let him know he needs to shape up or ship out? Should you let him do a lot of the talking and discover the solution himself? In this case example, how would you handle coaching for improved work performance? We’ll share our thoughts, and provide 3 keys for success. Then, next time you are in this situation, you’ll be well prepped to handle it.
You are a senior executive at a chemical refining company. You helped hire Brian, a middle manager who works for you, from another company several years ago.
Brian is bright and has promise. Right now, though, his performance is just adequate. He does what his job requires, but he’s not standing out or taking the initiative on projects.
You are trying to influence Brian’s development by coaching him in a Q4 collaborative way. You monitor his work and discuss with him his commitment to his job and how he could shine.
How to Coach Employees
Despite your coaching, Brian’s performance is still lacking. Maybe it has to do with your coaching effort. Which of the following do you feel is the best tactic to coach for improved work performance?