In my last CE post I talked about coaching valuable, but problematic employees. I will refer to these employees as Ms. or Mr. X.
In hindsight, you may have noticed these problems (a haughty attitude, lack of cooperation,frequent complaining, etc) coming early on, but chalked it up to Ms. or Mr. X being “new to the team.”
You get busy, and in the back of your mind, you hope that Ms. or Mr. X will respond to peer pressure, conform and the problem will vanish. It’s highly unlikely.
So, the next question is − coach up or coach out Ms. or Mr. X? Prior to that sit-down conversation, prepare your talking points. What characteristics will make this employee coachable? Is Ms. or Mr. X:
- open to learning? (Ask for examples.)
- confident enough to accept their limitations? (What are they and do you agree on the problem behaviors?)
- ready to listen and appreciate the gift of criticism (Ask for examples.)
- willing to persevere to change (How will change become visible immediately?)
If “coaching up” is the decision, then create a plan to monitor these changes (daily, weekly or biweekly check-ins and by whom). Expect the employee to summarize in writing this meeting and the commitment to change. That is your documentation. Review the plan for accuracy.
You may think this process is a “bit tough” on the employee in question. Yes, they may pass on the challenge and quit. But, in fact, you are helping Ms. or Mr. X succeed in the workplace and in life. You are also demonstrating leadership and supporting your team by addressing the aberrant behavior head on.
Founders: Interested in learning more about building core leadership skills? Send along your queries and workplace conundrums to me at [email protected]