- Email: [email protected]
Coaching employees for success
PROFESSIONAL DEVELOPMENT by Phillip Perry
H
ow would you solve the following problem? During the past few weeks, one of your newer employees—let’s
call her Heidi—has been chronically late completing her work. This lag time creates costly bottlenecks because the rest of your staff cannot complete their projects until Heidi does hers.
Deloitte and Touche in New York. “Organizations that establish more coaching in their developmental environment see higher productivity and thus greater return on their investments in human resources activities.” Moreover, he says, businesses with good coaching attract the best employees and keep them from jumping ship. Suit Up! Practical Coaching Strategies So what’s the secret formula for a great coaching session? Six workplace psychologists answer that question in this article. Let’s see how their advice applies to our opening scenario.
Think it’s time for a little coaching? Precisely! Coaching encourages employees to generate their own solutions to performance problems. Because it emphasizes collaboration rather than confrontation, coaching improves effectiveness while avoiding the costly stress generated by disciplinary sessions.
1. Create a positive mind set. While it’s natural to be upset about the employee’s problem and how it’s harming your business, you can lay the groundwork for more positive coaching by shifting your mental focus toward performance improvement. Van Slyke suggests thinking along these lines: “Heidi is a good contributor who needs a little guidance. We are clear about the core problem and its impact. Now we will go in and have an effective conversation.”
“Being a good coach has a bottom-line impact on your business,” says Erik J. Van Slyke, senior manager in the human capital advisory services consulting area at
2. Get the facts straight. How many times has Heidi actually been late? What
Here’s the rub—Heidi has been improving the quality of her work, which was less than ideal when she joined your organization. So you have a pretty good idea she is falling behind because she’s spending extra time making sure everything is right. Now if you confront Heidi on this tardiness issue, your well-intentioned employee may become demoralized, the last thing you want in a worker whose self-confidence is already shaky.
TCM 68
September/October 2001
were the dates, and which projects were involved? What specific effects did tardiness have on your business? Write down the answers to those questions before your coaching session.
needed for that meeting today because I did not receive your report. That made our group fall behind. And there have also been these other four late reports from you.”
er: “So you feel it is the technical support staff that has caused your reports to be late?” Or, “Is there anything you have been doing that also might be causing the problem?”
“An employee may feel defensive when you coach them on a performance issue,” says Dr. Daniel Dana, president of the Dana Mediation Institute in Overland Park, Kan. A detailed presentation of the facts will show you are concentrating on issues that affect the business rather than engaging in fault-finding. Dana suggests addressing Heidi with words like these: “Our team is responsible for a certain level of production, so we need everyone to do their part. I would like to talk with you about what steps we might take to meet our department’s goals.”
Present the problem as concisely as you can. Does Heidi already know the meeting will concern her chronic lateness? Rather than belabor the obvious and spark defensiveness, you might say simply: “We’re here to talk about the time problem.”
Most employees eventually will come up with something they have done that has contributed to the problem. Heidi may say, “Well, I guess I have not been planning my time well enough.”
Bonus tip: Don’t get hijacked emotionally if the employee turns defensive. Stay objective while you allow the employee to let off steam. 3. Start on an up note. To bolster the employee’s self-esteem, introduce the session with some sincere and specific praise. “Don’t make the mistake of zeroing in on the problem right away,” says William Byham, president of Development Dimensions International in Pittsburgh, Pa. “Heidi will think you feel she is not making a contribution to the organization. Instead, communicate that she needs to improve a specific area.” Byham suggests a statement such as: “Heidi, you have always been a good employee. We really depend on you here. For example, your performance in [name a specific area] is always outstanding.” Make sure the praise is factual and specific. Bonus tip: The first 30 seconds are critical to characterizing the session as coaching rather than counseling or disciplining. Script your opening statement before the meeting. 4. Briefly describe the problem. State the issue at hand. Confront the employee with the problem in words that show its impact on your business. Van Slyke suggests an approach like this: “Gosh, Heidi, I didn’t have the information I
5. Get the employee’s views on what is causing the problem. Quickly involve him or her in the dialogue. Employee feedback should take up the bulk of the counseling session because only the employee really knows the cause of the problem, and that must be discovered before you can turn things around. Ask open-ended questions that do not lead the employee to an invalid response, such as, “How do you see this situation?” After Heidi states one or more causes, continue to dig by repeating and summarizing what she says with more open-ended questions. Vary the phrasing to avoid the appearance of browbeating and emphasize the collaborative nature of the coaching session. Using a reflective tone of voice, try statements like: “It seems you are saying that the problem is with the excessive paperwork that you are required to do. Would that be a correct assessment? Would there be any other reasons?” Repeating and summarizing employees’ words can stimulate them to dig deeper and discover the real cause of problems. “You need to listen with a third ear, because what you hear is very often a combination of what people think you want to hear and what they are aware of at the moment,” says W. Bruce Newman, vice president for field services of Dana Mediation Training Institute. What if the employee pins the blame on others? Sometimes that reaction is legitimate, so you want to address such statements later in the session. For now, however, you want the employee to cast a searchlight on her own behavior. So ask more open-ended questions that encourage the staff member to dig deep-
In other cases, an employee will reveal hidden resentments that have impaired productivity. One employee may resent the scuttling of a pet project and has responded by putting less effort into her work. In such a case, communicate your understanding and sympathies about an employee’s resentment but avoid getting derailed into a discussion about the issue. Keep in mind that the employee is emotionally upset about the event, and logical explanations will not help. Often just talking a little about the resentment and hearing your understanding is all the employee needs to leave the problem and move on. After communicating your understanding, get the train back on the tracks with a response like this one: “I really need your help in turning this problem around. Can we put this other thing aside for a while? Let’s focus on developing a plan to get your reports in on time.” Once you have thoroughly mined the employee’s thoughts, come to an agreement on the chief causes of the problem in words such as these: “Heidi, it seems as though you need to improve your time management skills. Additionally we need to make sure you are getting the critical information you need in a timely manner. Does this describe the situation accurately?” 6. Search for solutions. Now that you and Heidi have isolated the causes of the problem, how can you solve it? Once again, the fountain of knowledge will be the employee. “If you take over the task of coming up with a solution, the employee does not own it and will not grow,” says Byham. Coaching is not answering the question “What should you do?” but rather “What do you think you should do?” September/October 2001
TCM 69
Start with a simple open-ended question: “How would you suggest solving this problem?” Most likely the employee will offer a couple of favorite solutions. 5666 Clymer Road Quakertown PA 18951
A
n individual with a neurological impairment, especially a traumatic brain injury, is the focus of Success Rehabilitation's programs.
O
ur goal is to help clients obtain a realistic, maximum level of independent functioning in the least restrictive community environment ~ one which advances individual productivity and well-being. Success Rehabilitation's cost-effective programs include: Residential Programs • Transitional • Extended Care • Respite Day Treatment Program Outpatient Program Home-Based Program For the rehabilitation needs of your clients with traumatic brain injury, call the experts at...
Make sure the employee is sold on the solution by repeating or rephrasing it in terms of the problem. For example: “So you feel that devoting a half-hour at the end of each afternoon to scheduling the following day’s working hours will be sufficient to solve this time management issue? Is there anything else that should be done? Is there anything I or the support staff can do differently that will assist you in being effective?” Suppose the employee draws a blank on solutions. Avoid the temptation to mandate a course of action. Instead, toss out a couple of ideas and invite the employee to kick them around with you. One approach: “Well, here’s an idea. I wonder if you might read this booklet on time management techniques, and then we can get together and discuss how you might apply them to your own scheduling practices. Do you think that might work?” Concluding with such probing questions as, “Can you see how this might fit?” or “Is this a good idea?” will highlight the collaborative nature of the coaching session and encourage the employee to make that all-important personal investment that makes the solution work. Now, what if the employee comes up with a solution you think is less than ideal? Consider going with it. A solution in which the employee has made a personal investment may work better than the solution you were tempted to mandate.
215.538.3488 • Fax 215.538.8692 • e-mail: [email protected] Here’s one more possibility. Suppose the employee suggests a solution you think addresses an irrelevant issue. Let’s say Andy resents being passed over for promotion and, as a result, lets the quality of his work slide. His solution might be: “I would really like to be assigned management of that XYZ project in March. This would help me realize I am improving my skills and getting somewhere in this organization.” You realize Andy’s solution does not really address his work quality problem. On the other hand, you want to take any reasonable steps to create a work environment in which Andy will feel motivated to succeed. Consider using Andy’s request as leverage. Try something like this: “I’m willing to go to bat for you, Andy, but I really need you to make sure that your work quality improves in the specific areas we discussed. If I put you in charge of that XYZ project, will you meet the quality goals we have outlined?” In the best of worlds, you and the employee will approach a solution in collaboration. In a traditional top-down management organization, supervisors may feel threatened by collaborative solution-making. “Some managers need the horsepower of their position to keep things running along,” says Newman. “They run the risk of giving away their authority when they allow employees to develop solutions to problems. The degree of collaboration depends on your organizational culture. Just remember that because a player needs a coach doesn’t mean the coach knows best. It’s a symbiotic relationship. The coach is a cheerleader, supporting the practice sessions, but the employee has to put the ball through the hoops.” TCM 70
September/October 2001
7. Develop a written action plan. Coaching works best when accountability exists. By what dates will the employee complete specific milestones in the solution? “Conclude the coaching session with some action goals,” Byham says. “If you are coaching on new techniques for handling a given workplace situation, ask the employee ‘When could you try this out? Can we get back together afterward to see how you did?’” Often it helps to write down the goals and time line so no misunderstanding arises over the milestones—nor any procrastination in reaching them. How this goal is handled will depend on your workplace culture and the seriousness of the problem. “If you are coaching an employee on a relatively minor matter, all you might need is a memo,” says Ian Jacobsen, president of Jacobsen Consulting Group, based in Sunnyvale, Calif. “But if the person’s job is in jeopardy, you have to have the specifics written down in more detail.” And who will create this memo? “Often it’s better to have the employee do the writing because this will confirm his understanding,” says Jacobsen. “Because the employee is the one who has to solve the problem, it’s better to have him describe the solution in his own words.” Employee-produced memos also help avoid the appearance of a counseling or disciplinary session. “When a manager documents a session, it can send up a yellow flag that the employee’s job is in jeopardy, even if that impression was not intended,” Jacobsen warns. 8. End the session on a high note. Just before leaving the session, express your appreciation for the employee’s contribution to your business. Thank the person for exhibiting enthusiasm during the session and express your confidence in his or her ability to reach the goals you have established. “In our surveys, we find that employees say they do not get enough recognition,” Van Slyke says. “When employees come up with ideas and solutions, it gives you the ability to do something coach-like: praise them and give recognition. Tell them what a wonderful idea their solution is and that you think it will work.” 9. Follow up. Monitor all performance milestones. Doing so will ensure your employee’s performance improves and will lend credibility to future coaching sessions. Employees will take coaching only as seriously as management does. “At specified calendar goals, ask questions and listen,” says Fred Martels, president of People Solutions Strategies in Chesterfield, Mo. “Run interference if you have to. Discover the avenues that will help your employees excel.” The nine steps in this article provide a blueprint for success in zeroing in on the causes of problems and developing solutions that create effective employees. “Good coaching can improve business performance and keep your best employees from leaving,” says Martels. ❑ Phillip Perry is a freelance writer in New York. doi:10.1067/mcm.2001.119366 September/October 2001
TCM 71
H
ow would you solve the following problem? During the past few weeks, one of your newer employees—let’s
call her Heidi—has been chronically late completing her work. This lag time creates costly bottlenecks because the rest of your staff cannot complete their projects until Heidi does hers.
Deloitte and Touche in New York. “Organizations that establish more coaching in their developmental environment see higher productivity and thus greater return on their investments in human resources activities.” Moreover, he says, businesses with good coaching attract the best employees and keep them from jumping ship. Suit Up! Practical Coaching Strategies So what’s the secret formula for a great coaching session? Six workplace psychologists answer that question in this article. Let’s see how their advice applies to our opening scenario.
Think it’s time for a little coaching? Precisely! Coaching encourages employees to generate their own solutions to performance problems. Because it emphasizes collaboration rather than confrontation, coaching improves effectiveness while avoiding the costly stress generated by disciplinary sessions.
1. Create a positive mind set. While it’s natural to be upset about the employee’s problem and how it’s harming your business, you can lay the groundwork for more positive coaching by shifting your mental focus toward performance improvement. Van Slyke suggests thinking along these lines: “Heidi is a good contributor who needs a little guidance. We are clear about the core problem and its impact. Now we will go in and have an effective conversation.”
“Being a good coach has a bottom-line impact on your business,” says Erik J. Van Slyke, senior manager in the human capital advisory services consulting area at
2. Get the facts straight. How many times has Heidi actually been late? What
Here’s the rub—Heidi has been improving the quality of her work, which was less than ideal when she joined your organization. So you have a pretty good idea she is falling behind because she’s spending extra time making sure everything is right. Now if you confront Heidi on this tardiness issue, your well-intentioned employee may become demoralized, the last thing you want in a worker whose self-confidence is already shaky.
TCM 68
September/October 2001
were the dates, and which projects were involved? What specific effects did tardiness have on your business? Write down the answers to those questions before your coaching session.
needed for that meeting today because I did not receive your report. That made our group fall behind. And there have also been these other four late reports from you.”
er: “So you feel it is the technical support staff that has caused your reports to be late?” Or, “Is there anything you have been doing that also might be causing the problem?”
“An employee may feel defensive when you coach them on a performance issue,” says Dr. Daniel Dana, president of the Dana Mediation Institute in Overland Park, Kan. A detailed presentation of the facts will show you are concentrating on issues that affect the business rather than engaging in fault-finding. Dana suggests addressing Heidi with words like these: “Our team is responsible for a certain level of production, so we need everyone to do their part. I would like to talk with you about what steps we might take to meet our department’s goals.”
Present the problem as concisely as you can. Does Heidi already know the meeting will concern her chronic lateness? Rather than belabor the obvious and spark defensiveness, you might say simply: “We’re here to talk about the time problem.”
Most employees eventually will come up with something they have done that has contributed to the problem. Heidi may say, “Well, I guess I have not been planning my time well enough.”
Bonus tip: Don’t get hijacked emotionally if the employee turns defensive. Stay objective while you allow the employee to let off steam. 3. Start on an up note. To bolster the employee’s self-esteem, introduce the session with some sincere and specific praise. “Don’t make the mistake of zeroing in on the problem right away,” says William Byham, president of Development Dimensions International in Pittsburgh, Pa. “Heidi will think you feel she is not making a contribution to the organization. Instead, communicate that she needs to improve a specific area.” Byham suggests a statement such as: “Heidi, you have always been a good employee. We really depend on you here. For example, your performance in [name a specific area] is always outstanding.” Make sure the praise is factual and specific. Bonus tip: The first 30 seconds are critical to characterizing the session as coaching rather than counseling or disciplining. Script your opening statement before the meeting. 4. Briefly describe the problem. State the issue at hand. Confront the employee with the problem in words that show its impact on your business. Van Slyke suggests an approach like this: “Gosh, Heidi, I didn’t have the information I
5. Get the employee’s views on what is causing the problem. Quickly involve him or her in the dialogue. Employee feedback should take up the bulk of the counseling session because only the employee really knows the cause of the problem, and that must be discovered before you can turn things around. Ask open-ended questions that do not lead the employee to an invalid response, such as, “How do you see this situation?” After Heidi states one or more causes, continue to dig by repeating and summarizing what she says with more open-ended questions. Vary the phrasing to avoid the appearance of browbeating and emphasize the collaborative nature of the coaching session. Using a reflective tone of voice, try statements like: “It seems you are saying that the problem is with the excessive paperwork that you are required to do. Would that be a correct assessment? Would there be any other reasons?” Repeating and summarizing employees’ words can stimulate them to dig deeper and discover the real cause of problems. “You need to listen with a third ear, because what you hear is very often a combination of what people think you want to hear and what they are aware of at the moment,” says W. Bruce Newman, vice president for field services of Dana Mediation Training Institute. What if the employee pins the blame on others? Sometimes that reaction is legitimate, so you want to address such statements later in the session. For now, however, you want the employee to cast a searchlight on her own behavior. So ask more open-ended questions that encourage the staff member to dig deep-
In other cases, an employee will reveal hidden resentments that have impaired productivity. One employee may resent the scuttling of a pet project and has responded by putting less effort into her work. In such a case, communicate your understanding and sympathies about an employee’s resentment but avoid getting derailed into a discussion about the issue. Keep in mind that the employee is emotionally upset about the event, and logical explanations will not help. Often just talking a little about the resentment and hearing your understanding is all the employee needs to leave the problem and move on. After communicating your understanding, get the train back on the tracks with a response like this one: “I really need your help in turning this problem around. Can we put this other thing aside for a while? Let’s focus on developing a plan to get your reports in on time.” Once you have thoroughly mined the employee’s thoughts, come to an agreement on the chief causes of the problem in words such as these: “Heidi, it seems as though you need to improve your time management skills. Additionally we need to make sure you are getting the critical information you need in a timely manner. Does this describe the situation accurately?” 6. Search for solutions. Now that you and Heidi have isolated the causes of the problem, how can you solve it? Once again, the fountain of knowledge will be the employee. “If you take over the task of coming up with a solution, the employee does not own it and will not grow,” says Byham. Coaching is not answering the question “What should you do?” but rather “What do you think you should do?” September/October 2001
TCM 69
Start with a simple open-ended question: “How would you suggest solving this problem?” Most likely the employee will offer a couple of favorite solutions. 5666 Clymer Road Quakertown PA 18951
A
n individual with a neurological impairment, especially a traumatic brain injury, is the focus of Success Rehabilitation's programs.
O
ur goal is to help clients obtain a realistic, maximum level of independent functioning in the least restrictive community environment ~ one which advances individual productivity and well-being. Success Rehabilitation's cost-effective programs include: Residential Programs • Transitional • Extended Care • Respite Day Treatment Program Outpatient Program Home-Based Program For the rehabilitation needs of your clients with traumatic brain injury, call the experts at...
Make sure the employee is sold on the solution by repeating or rephrasing it in terms of the problem. For example: “So you feel that devoting a half-hour at the end of each afternoon to scheduling the following day’s working hours will be sufficient to solve this time management issue? Is there anything else that should be done? Is there anything I or the support staff can do differently that will assist you in being effective?” Suppose the employee draws a blank on solutions. Avoid the temptation to mandate a course of action. Instead, toss out a couple of ideas and invite the employee to kick them around with you. One approach: “Well, here’s an idea. I wonder if you might read this booklet on time management techniques, and then we can get together and discuss how you might apply them to your own scheduling practices. Do you think that might work?” Concluding with such probing questions as, “Can you see how this might fit?” or “Is this a good idea?” will highlight the collaborative nature of the coaching session and encourage the employee to make that all-important personal investment that makes the solution work. Now, what if the employee comes up with a solution you think is less than ideal? Consider going with it. A solution in which the employee has made a personal investment may work better than the solution you were tempted to mandate.
215.538.3488 • Fax 215.538.8692 • e-mail: [email protected] Here’s one more possibility. Suppose the employee suggests a solution you think addresses an irrelevant issue. Let’s say Andy resents being passed over for promotion and, as a result, lets the quality of his work slide. His solution might be: “I would really like to be assigned management of that XYZ project in March. This would help me realize I am improving my skills and getting somewhere in this organization.” You realize Andy’s solution does not really address his work quality problem. On the other hand, you want to take any reasonable steps to create a work environment in which Andy will feel motivated to succeed. Consider using Andy’s request as leverage. Try something like this: “I’m willing to go to bat for you, Andy, but I really need you to make sure that your work quality improves in the specific areas we discussed. If I put you in charge of that XYZ project, will you meet the quality goals we have outlined?” In the best of worlds, you and the employee will approach a solution in collaboration. In a traditional top-down management organization, supervisors may feel threatened by collaborative solution-making. “Some managers need the horsepower of their position to keep things running along,” says Newman. “They run the risk of giving away their authority when they allow employees to develop solutions to problems. The degree of collaboration depends on your organizational culture. Just remember that because a player needs a coach doesn’t mean the coach knows best. It’s a symbiotic relationship. The coach is a cheerleader, supporting the practice sessions, but the employee has to put the ball through the hoops.” TCM 70
September/October 2001
7. Develop a written action plan. Coaching works best when accountability exists. By what dates will the employee complete specific milestones in the solution? “Conclude the coaching session with some action goals,” Byham says. “If you are coaching on new techniques for handling a given workplace situation, ask the employee ‘When could you try this out? Can we get back together afterward to see how you did?’” Often it helps to write down the goals and time line so no misunderstanding arises over the milestones—nor any procrastination in reaching them. How this goal is handled will depend on your workplace culture and the seriousness of the problem. “If you are coaching an employee on a relatively minor matter, all you might need is a memo,” says Ian Jacobsen, president of Jacobsen Consulting Group, based in Sunnyvale, Calif. “But if the person’s job is in jeopardy, you have to have the specifics written down in more detail.” And who will create this memo? “Often it’s better to have the employee do the writing because this will confirm his understanding,” says Jacobsen. “Because the employee is the one who has to solve the problem, it’s better to have him describe the solution in his own words.” Employee-produced memos also help avoid the appearance of a counseling or disciplinary session. “When a manager documents a session, it can send up a yellow flag that the employee’s job is in jeopardy, even if that impression was not intended,” Jacobsen warns. 8. End the session on a high note. Just before leaving the session, express your appreciation for the employee’s contribution to your business. Thank the person for exhibiting enthusiasm during the session and express your confidence in his or her ability to reach the goals you have established. “In our surveys, we find that employees say they do not get enough recognition,” Van Slyke says. “When employees come up with ideas and solutions, it gives you the ability to do something coach-like: praise them and give recognition. Tell them what a wonderful idea their solution is and that you think it will work.” 9. Follow up. Monitor all performance milestones. Doing so will ensure your employee’s performance improves and will lend credibility to future coaching sessions. Employees will take coaching only as seriously as management does. “At specified calendar goals, ask questions and listen,” says Fred Martels, president of People Solutions Strategies in Chesterfield, Mo. “Run interference if you have to. Discover the avenues that will help your employees excel.” The nine steps in this article provide a blueprint for success in zeroing in on the causes of problems and developing solutions that create effective employees. “Good coaching can improve business performance and keep your best employees from leaving,” says Martels. ❑ Phillip Perry is a freelance writer in New York. doi:10.1067/mcm.2001.119366 September/October 2001
TCM 71