Approaching Your Direct Reports as a Coach
I know that American football enthusiasts are abuzz with the results of the Saints/Vikings playoff game, but today I’d like to travel across space, time, and sport to UCLA in the 1960’s and 1970’s, when legendary basketball coach John Wooden led the Bruins to an unprecedented ten NCAA championships over twelve years. They called him the “Wizard of Westwood,” and who really knows the secret to his magic. But damn he was good.
Wooden’s talent as a coach may never be surpassed, but coaches, whether in athletic or professional settings, can still try.
A coach is someone who can give correction without causing resentment.
– John Wooden
Wooden’s advice might be easy enough to follow, if you didn’t have to deal with arrogant Anne, defensive Dave, or sensitive Samantha. But when your direct reports’ struggles are accompanied by difficult personalities, just embrace the challenge. Your responsibility as a manager doesn’t come with any special clauses that allow you to pick and choose whom you will and won’t coach. Just as an athletic coach spends time improving the strongest and weakest members of the team, you owe all of your direct report this attention.
First, never off a direct report, whether by involuntary transfer, unwarranted performance improvement plan, or sudden termination, without actively taking steps to coach him or her. You might be able to get away with it with HR, but it’s just bad management practice.
Start your coaching process by observing and evaluating. Determine what the issue is specifically, and gather examples that support your observations. Keep these data as objective observations; don’t form judgments or make any conclusions.
When you approach your direct report with the issue, stay casual. The meeting isn’t a formal performance review; don’t make him or her feel intimidated. Just share your objective observations, void of judgment and premature conclusions, and ask your direct report what’s going on.
If arrogant Anne’s ego flares, emphasize that you only want to understand the situation because you may be able to help. Use additional examples, gently, if arrogant Anne denies that the issue exists. Calm defensive Dave by stressing that his job is not in jeopardy. Highlight his strengths and add that you just want him to reach the next level of his career. Assuage sensitive Samantha with a personal story about a weakness you developed earlier in your career and how you benefitted since.
Then, listen. Give your direct report your full attention—no interrupting emails, phone calls, or Blackberries—and seek to understand. If something doesn’t make sense, ask questions that encourage communication and understanding: “What do you mean?” “What happened?” “How did this lead to that?” Don’t take control of the conversation or interject with decisive comments: “I don’t get it.” “That can’t be right.” “You should have done this instead.” Only develop both perspectives so that you understand the entire situation.
Let your direct report offer suggestions on how to improve the situation, and guide him or her through the goal-setting process. Make sure the goals you agree upon are SMART: Specific, Measurable, Attainable, Relevant, and Time-bound.
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Julie H.
One Hour Courses
www.onehourcourses.com
