Do You Ever Give Up Coaching Employees
Do You Ever Give Up Coaching Employees
In reality, if we have followed the coaching process, we have honored our stewardship as a coach. This is especially true if we have followed the process for a significant period of time. However, coaches often make the mistake of staking their pride and confidence as a coach on one or two challenging situations. This can be dangerous! It would be nice to believe that we have that much control over another human being. However, everyone has the right to choose their own destiny. We can’t force change; we can’t even motivate someone else. But, we can clarify, explain, explore, highlight, recommend, and encourage. When coaching employees, we have to decide when to “back off,” and let the situation either improve or deteriorate.
For years, CMOE (Center for Management and Organization Effectiveness) has advised coaches to follow-up and be persistent a little longer than expected. Coaching employees takes patience – a lot of patience! But, don’t be unreasonable. If the topic permits, allow some time for the right decisions and actions to kick in. When dealing with policy, ethics, values, safety, or legal issues, explain the timeline to the coachee. We are not suggesting an ultimatum. Just explain the time sensitivity and create a time boundary.
Check in frequently with the coachee to see how they are doing, and remind them of the timeframe. If there is insufficient responsiveness or progress, this may indicate a lack of judgment, character, integrity, or indifference. When these signals arise, do a quick reality check:
Have you diagnosed the situation?
Have you tried all of the coaching skills?
Have you involved others in an appropriate way?
If you answer “yes” to these questions, then you need to look at your next best option to a coaching solution.
Alternatives to Coaching Employees
1. Discuss the dilemma with the coachee. Ask for a recommendation or solution.
2. Redefine roles and responsibilities.
3. Consult with your own manager.
4. Seek good counsel from HR professionals.
5. Actively administer and institute the appropriate consequences, both positive and negative.
6. Explore a completely different assignment for the coachee with a different boss. Inform the new boss of the situation from your perspective.
7. Explore, with the coachee, whether or not he/she is a good fit for the organization. Know when enough is enough.
Coaching employees takes time, energy, and patience. The
bottom line is that you can’t let your big coaching challenges pull you down. Remember that it takes two to tango, and “influence” has its limits.
To find out more about how to maximize you influence when coaching employees visit our website at www.cmoe.com or contact one of our Regional Managers who can help you to determine you exact coaching need. You can reach them at (801)569-3444 or email tsmith@cmoe.com
Do You Ever Give Up Coaching Employees - To learn more about this author, visit Steven J Stowell's Website.
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In principle, we don’t want to give up coaching employees. We want to believe that we can eventually make a difference. Sometimes it’s our own ego that drives our persistence and determination.
In reality, if we have followed the coaching process, we have honored our stewardship as a coach. This is especially true if we have followed the process for a significant period of time. However, coaches often make the mistake of staking their pride and confidence as a coach on one or two challenging situations. This can be dangerous! It would be nice to believe that we have that much control over another human being. However, everyone has the right to choose their own destiny. We can’t force change; we can’t even motivate someone else. But, we can clarify, explain, explore, highlight, recommend, and encourage. When coaching employees, we have to decide when to “back off,” and let the situation either improve or deteriorate.
For years, CMOE (Center for Management and Organization Effectiveness) has advised coaches to follow-up and be persistent a little longer than expected. Coaching employees takes patience – a lot of patience! But, don’t be unreasonable. If the topic permits, allow some time for the right decisions and actions to kick in. When dealing with policy, ethics, values, safety, or legal issues, explain the timeline to the coachee. We are not suggesting an ultimatum. Just explain the time sensitivity and create a time boundary.
Check in frequently with the coachee to see how they are doing, and remind them of the timeframe. If there is insufficient responsiveness or progress, this may indicate a lack of judgment, character, integrity, or indifference. When these signals arise, do a quick reality check:
Have you diagnosed the situation?
Have you tried all of the coaching skills?
Have you involved others in an appropriate way?
If you answer “yes” to these questions, then you need to look at your next best option to a coaching solution.
Alternatives to Coaching Employees
1. Discuss the dilemma with the coachee. Ask for a recommendation or solution.
2. Redefine roles and responsibilities.
3. Consult with your own manager.
4. Seek good counsel from HR professionals.
5. Actively administer and institute the appropriate consequences, both positive and negative.
6. Explore a completely different assignment for the coachee with a different boss. Inform the new boss of the situation from your perspective.
7. Explore, with the coachee, whether or not he/she is a good fit for the organization. Know when enough is enough.
Coaching employees takes time, energy, and patience. The
bottom line is that you can’t let your big coaching challenges pull you down. Remember that it takes two to tango, and “influence” has its limits.
To find out more about how to maximize you influence when coaching employees visit our website at www.cmoe.com or contact one of our Regional Managers who can help you to determine you exact coaching need. You can reach them at (801)569-3444 or email tsmith@cmoe.com
Do You Ever Give Up Coaching Employees - To learn more about this author, visit Steven J Stowell's Website.
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Leanne Hoagland-SmithAre your sales where you want them to be? Will you be one of the few who achieves sales or business success or one of the many who have failed to change? Are you tired of being told you are like everyone else? Then you may find my first book on sales of interest. Be the Red Jacket in the Sea of Gray Suits, The Keys to Unlocking Sales available at Amazon or at http://www.processspecialist.com/red-jacket.htm. This book is a reflection of my no-nonsense approach to improving sales to overall business results. If you are truly committed to making sustainable changes, then I can help you secure a positive return on your investment because I focus on executable solutions not telling you the problems you already know you have. From training to corporate (group) coaching to executive one on one coaching, my approach is to assess, create awareness, build a goal driven action plan and then execute. The bottom line question is "Not do you or your employees know it, but do you or they want to do it?" Please call for a free strategy session at 219.759.5601. - Visit Leanne Hoagland-Smith's Website |
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Dianne CramptonDianne Crampton is an executive leadership coach, team consultant, author and president of TIGERS Success Series, Inc. Dianne has been helping CEO's and Executives connect their employees to their core values and goals for over 20 years using the trademarked TIGERS team culture process, which stands for trust, interdependence, genuineness, empathy, risk and success. To download a free white paper on behaviors that build strong teams and behaviors that will predictably tear them down go here. - Visit Dianne Crampton's Website |
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Cheryl MatthynssensCheryl is a life skills coach, licensed Chemical Dependency Counselor and a 20 year entrepreneur. Cheryl's dedication to achieving a life of balance led to her expanding her teaching from the simple managing of life's daily challenges to adding financial well being as well. A direct marketer with DrinkACT, she is gaining ground in the online community with her concepts of making sure business owners, entreprenuers and employees have well rounded life styles. She opened up a small affiliate site - The Balance Guide- to help others find resources for mental and emotional well being. Visit Cheryl's blog to see more of the diversity beyond business she has began offering online at www.thebalanceguide.blogspot.com - Visit Cheryl Matthynssens's Website |
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Joe DagerJoe Dager is President of Business901, a progressive coaching company providing no-nonsense direction in areas such as Lean Six Sigma Marketing and organized referral marketing. What others say: In the past 20 years, Joe and I have collaborated on many difficult issues. Joe’s ability to combine his expertise with “out of the box” thinking is unsurpassed. He has always delivered quickly, cost effectively and with ingenuity. A brilliant mind that is always a pleasure to work with.” - James R. If you want to learn more about Business901, start a conversation with us. We can be found @ Web/Blog: Business901.com Web/Blog: FundingYourNonprofit.com LinkedIn Profile Follow me on Twitter - Visit Joe Dager's Website |
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John BrennanJohn Brennan Ed.D. Dr. Brennan is President of Interpersonal Development, LLC, a training and development firm. Interpersonal Development has provided sales training and coaching to more than 3,000 sales reps from over 100 companies. A native of Australia, Dr. Brennan received his doctorate from the University of Rochester. His dissertation researched the effectiveness of Behavioral Modeling Technology in training people in interpersonal skills. While he has spent most of his career designing or delivering training, he was also a Vice-President of Sales of a training and development franchise with operations in 25 markets. Dr. Brennan has designed and delivered sales training in North America, Asia, Europe, Australia and the Middle East. He has been a guest speaker at numerous national and regional professional conferences. When Microsoft wanted Best Practices articles on sales for their web site, they called Dr. Brennan. The results are at http://office.microsoft.com/en-us/FX011387391033.aspx His firm’s clients have included Volvo, The Prudential, Merrill Lynch, Eastman Kodak, Gannett, Equifax Europe, the Economist Group and countless small businesses. - Visit John Brennan's Website |
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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