Case Study: Coaching for Values Alignment
Background: James is an experienced executive at a mid-sized tech company that emphasizes both performance and strong organizational values such as respect, collaboration, and integrity. One of his direct reports, David, is a talented sales manager who consistently meets or exceeds his targets. However, while David’s performance numbers are stellar, his behavior has become increasingly problematic. He often makes arrogant comments about his achievements, belittles his colleagues, and does not embody the core values of the organization.
Despite several informal conversations about the importance of teamwork and respect, David’s attitude hasn’t improved. His negative influence is starting to create tension within the team, and James is now faced with the challenge of addressing David's behavior more directly.
The Conversation:
James calls David into his office for a coaching session.
James: David, thanks for coming in. I wanted to have an open conversation with you today. You’ve consistently been one of our top performers, and I appreciate the hard work you’ve put in to hit your targets. I’m proud of the results you’ve delivered.
David: Thanks, James. I do my best. Numbers don’t lie, right?
James: They certainly don’t. But today, I’d like to talk to you about something beyond just your performance. While your results are strong, there have been some concerns about how you interact with your colleagues. Several team members have mentioned feeling disrespected by some of your recent comments.
David: I’m just being direct, James. If people can’t handle it, that’s their problem. I’m here to deliver results, not to babysit people’s feelings. I think the numbers speak for themselves.
James: I understand where you’re coming from, David. And yes, results are important. But so are the values of our organization. We value teamwork, respect, and collaboration as much as we value hitting targets. These values are non-negotiable because they shape our culture. How we achieve results matters just as much as the results themselves.
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David: I get that, but I’m not here to make friends. Some of these people need to toughen up. If they performed like I did, maybe they wouldn’t be so sensitive.
James: David, part of being a leader—and you’re in a position of influence—is recognizing that success is not just individual, but collective. We all rise when we support each other. The comments you’ve made, even if they seem small, are impacting team morale. It’s not just about numbers; it’s about how you contribute to the overall environment.
David: I hear you, James, but I’m delivering on my KPIs. If the team can’t keep up, maybe the problem isn’t me.
James: I’m not questioning your ability to hit targets. What I’m concerned about is how your behavior is affecting the team’s dynamics. Part of our role as leaders is to create an environment where everyone can succeed—and that requires more than just delivering results. I want to help you align with our organizational values because that’s part of what we expect from leaders in this company. How do you feel about that?
David: Honestly, I don’t see the issue. I’m focused on the bottom line. If other people are struggling, that’s on them.
The Dilemma:
James is at a crossroads. On one hand, David is a high performer who delivers results that are critical to the company’s success. On the other hand, his behavior is disruptive and goes against the core values of the organization. If left unaddressed, this could demoralize the team and erode the company's culture. James has already tried subtle coaching approaches, but David’s attitude remains resistant.
What should James do?
Should he continue trying to coach David and hope his behavior improves over time? Or should James consider more serious steps to address the situation, such as involving HR or even considering disciplinary action, despite David's excellent performance? How can James balance David’s individual performance with the need for a cohesive, value-driven team culture?
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5 个月James should take a firm step by involving HR not for disciplinary action though. David's behavior is disruptive however it would be wise to upack the underlying issues. At times it is assumed that people understand values from the HR perspective by being given company policies to read through and sign as an acknowledgement that they understand them. HR needs to provide a departmental oversight to ensure that the core values and principles which the company stands for are understood by all and are at the core of their daily routine. Every one should positively be involved such that no ones feels as being attacked and in that set up David may even share his strategies to the rest of the team and in the end it will be a win for the entire team!
Executive Coach, Corporate Learning, Leadership & Change. M.Eng. MBA, Ed.D.
5 个月Thanks Thabo Mosala for bringing this conversation to the table. This situation is not uncommon...and needs leaders to address it delicately as James has done here. The next step I would recommend is an external coach or mentor as suggested by others. HR would need to come in only to manage that, not to create an impression of a crisis. A more positive and developmental approach highlighting the potential of David to impact performance of his department is what is needed. His performance on numbers is something to celebrate and build on and for others to learn from. So, giving that platform would help David become more open to embrace the values and could ultimately become one of the values champion in the organization.
General Works Manager at African Rainbow Minerals Limited, WBS MBA Candidate
5 个月David does not get it and James needs to ensure team cohesion and synergy. Company Values is what drives everything they do. If David’s behaviour continues he must be disciplined klaar! ????
?? Head Of Sales and Business Enablement at Absa Capital |??????Wits Business School MBA | One Young World Ambassador | Social Entrepreneur
5 个月This is a very profound and thought-provoking case study. Many organizations, especially in high-performance spaces, are faced with the dilemma of balancing core values with meeting targets.???? James has done his best to approach the problem politely, professionally, and with great maturity, but without success. The main stumbling block is that he is caught between the positive impact David’s performance has on him and his team with the dangers of David’s behavior. In such a situation, neutrality and taking a stand are difficult because losing David would be detrimental, while his behavior, which goes against core values, is dangerous if not effectively addressed.?????? My recommendation is to constructively involve HR to trigger developmental processes, which could include guiding David through the company values, explaining their significance to every employee, and outlining the implications of not adhering to them. Other key interventions include organizing a professional coach or mentor to help David with managerial leadership development. Lastly, David could be given a role or opportunity to mentor colleagues in a structured, formal setup.?????? Achieving targets without upholding company values is detrimental. ????
Munich Reinsurance Africa Branch|PGDip|MBA
6 个月There is agency for drastic action. The misalignment between David’s values and those of the organisation is concerning. His individualistic mindset does not supersede company culture. It is imperative that he upholds company culture; there is no trade-off. His silo mindset needs to change; otherwise, if left unaddressed, the repercussions could be dire for staff morale and productivity, leading to high staff turnover, which is not good for the organisation.