Case Study: The Reluctant Leader - James Martin

Background: James Martin is a mid-level manager in a large technology company’s software development department, responsible for a team of 20 employees. Known for his friendly approach, James highly values team harmony. Promoted due to his technical skills, he has minimal experience in people management and struggles with delivering tough feedback. Confronted with his first annual performance review cycle, he faces a significant dilemma.

The Situation: James is required to evaluate his team, which means rating each member’s performance and giving feedback to determine raises and bonuses. His team’s performance varies widely: some consistently exceed expectations, contributing innovative solutions and pushing project success, while others deliver barely adequate work and sometimes miss deadlines.

However, James finds himself in a dilemma. He dislikes conflict and worries that candid feedback will hurt team morale and damage relationships. He considers rating everyone as "average," thinking this could maintain harmony and avoid difficult conversations. Will coaching help him?

Coaching Session Outline with James Martin

Context: James recently completed a 360-degree assessment that highlighted his tendency to avoid conflict, which has impacted his ability to provide honest feedback and address performance issues. His boss has recommended coaching to help him address these challenges. The coach approaches the conversation using the International Coaching Federation (ICF) Core Competencies, which include establishing trust, active listening, evoking awareness, cultivating learning, and fostering the client's growth and accountability.

Session 1: Building Trust and Establishing the Coaching Agreement

Coach: "James, I’m glad we have this opportunity to work together. I understand you’re looking to develop skills in handling conflict more effectively, particularly when it comes to giving honest feedback to your team. Could you share a bit about what you’d like to achieve in our sessions?"

James: "Yes, I’d like to find ways to feel more comfortable with these tough conversations. I’m aware that my tendency to avoid conflict might be holding my team back, but I’m not sure where to start."

Coach: "It sounds like you’re open to exploring new approaches to conflict that could benefit both you and your team. As your coach, I’m here to support you through this process. What would success look like for you by the end of our sessions together?"

James: "I think I’d like to feel confident and prepared to give honest feedback without fearing the negative impact it might have on my relationships with my team members."

Coach: "Great! That’s a very clear goal. Let’s explore some specific areas where you’re encountering challenges, and work on strategies to strengthen your confidence in those situations."

Session 2: Exploring Challenges and Understanding Triggers

Coach: "James, let’s dig a bit deeper into what you experience when faced with potentially difficult conversations. Can you tell me about a recent situation where you felt uncomfortable providing feedback?"

James: "There was a recent review cycle where I rated everyone as ‘average’ because I was worried about how my feedback might affect team morale. It felt easier to avoid the tension."

Coach: "I see. Avoiding those conversations might have brought some immediate comfort, but I wonder how you feel about the long-term impact on your team and your leadership."

James: "Honestly, I think it’s probably held the team back. Some of my high performers seem less motivated, and I think my lack of feedback has led some underperformers to believe their work is fine as it is."

Coach: "Thanks for sharing that, James. What might be some ways you could help both high and low performers feel valued and motivated?"

James: "I guess being honest with each person, recognizing strengths, and pointing out specific areas to work on would be a good start. But I’m still not sure how to do it without feeling like I’m causing tension."

Session 3: Developing Self-Awareness and Shifting Perspectives

Coach: "Let’s explore what makes conflict difficult for you. Can you recall the first time you felt uncomfortable dealing with it?"

James: "It goes back to an early job where my manager would give harsh criticism. I always felt humiliated and tried to avoid similar situations with my own team."

Coach: "That sounds like it left a lasting impression. What do you think could be a different approach from what you experienced back then?"

James: "Maybe I can be firm but constructive. I don’t need to make it harsh—just honest."

Coach: "Exactly, and as you’re focusing on growth rather than criticism, it may help you feel more confident. How does this idea of constructive honesty resonate with you?"

James: "It makes sense, actually. I could see it as supporting their growth, rather than causing conflict."

Session 4: Practicing Communication and Accountability Techniques

Coach: "James, let’s practice framing feedback that is both supportive and clear. Think of a specific person who would benefit from constructive feedback. How might you approach that conversation?"

James: "There’s one team member who has been missing deadlines, but he’s also very creative. I could start by acknowledging his creativity and then explain how meeting deadlines could enhance his impact on the team."

Coach: "That’s an excellent approach—balancing positive feedback with actionable suggestions. How would you feel about practicing this conversation with me now?"

(James practices delivering his feedback, and the coach provides supportive feedback on his approach.)

Coach: "How did that feel, James?"

James: "Not as bad as I thought! Rehearsing it helped me feel more prepared."

Session 5: Reflecting and Committing to Growth

Coach: "Reflecting on the progress you’ve made, what shifts have you noticed in your approach to feedback and conflict?"

James: "I think I’m seeing it differently now. It’s not about avoiding tension but creating a productive dialogue that helps everyone grow."

Coach: "That’s a big shift, James. As you move forward, what steps will you commit to in order to continue this growth?"

James: "I’ll schedule monthly check-ins with my team to give ongoing feedback, and I’ll practice these conversations in advance if I feel hesitant."

Coach: "Those are great commitments, and it sounds like you’re setting yourself up for success. How can I support you in maintaining this approach moving forward?"

James: "Maybe a check-in every few weeks to keep me accountable. I feel ready to give it a try!"

Outcome:

Through the coaching process, James gained self-awareness and a new perspective on feedback, understanding it as a tool for growth rather than a source of conflict. He now feels empowered to provide balanced, constructive feedback and is committed to building a culture of ongoing communication and accountability within his team.