Managing Performance / Setting Goals

The Achilles’ Heel of Management Coaching

CMOE Team asked:

What is Management Coaching’s Weakness?

You have just finished a talk on how an employee must spend less time socializing and more time elevating her work in a coaching meeting. You’ve had this discussion before, albeit casually, and as a result, there has been no change. You have sat her down in a formal coaching meeting, and she did improve – for approximately a week or so. You hope that this time, you’ve succeeded in driving your point across.

The most critical step in management coaching is convincing an employee to agree there’s a need for improvement. Typically, this is a step that’s not well-done or understood, making this situation very familiar and hampering permanent change.

I see management coaching as an interpersonal method between a supervisor and a subordinate in which the manager helps the subordinate reevaluate his or her work while fostering mutual trust. Feedback is given by a manager or superior to address a specific issue or circumstance. Coaching focuses on a trend in behavior as well as techniques for advancement and development.

Making growing and learning experiences out of events and circumstances is an art associated with coaching. Examples include missing numerous deadlines in a period despite being informed that meeting deadlines is essential, continuing to arrive late for work after being told that tardiness is not acceptable, and continuing to interrupt others in spite of receiving feedback that such behavior is not appropriate. “Chewing out” isn’t management coaching’s goal. Though it can work, it often just worsens the issue. Such techniques tend to make employees passive-aggressive. They will walk the line and do nothing more or less than what’s told.

Typically, a management coaching session ought to take place only after an employee grasps totally what is demanded and has received feedback at least once that his or her performance is not what it could or should be. However, there are certain situations wherein a coaching meeting should be made immediately before a trend evolves. For example, a manufacturer demands that any safety violation has to be addressed in coaching.

The crucial elements involved in coaching are two-way conversations, certain coaching skills and tactics, a series of interdependent steps or goals, courage and conviction, and, of course, a sense of humor.

Helping a subordinate understand the need to improve performance and encouraging his dedication to make it permanent are the 2 primary goals of the management coaching method. The most crucial factor is getting a subordinate to understand and agree that there is a need to change his performance.


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