When coaching doesn't work

If the situations above represented grey areas in which Coaching may or may not have been appropriate, here are some more black-and-white situations in which coaching should not occur.

? When employees aren’t aware of the expectations of them. I’ve had many workplace clients agree to try coaching—and actually be quite open to it—who’s actually had no idea why they were being asked to work with me. Before you coach anyone, you should ask the requester if the employee is aware of performance expectations and how they are doing against those expectations. If you are not the direct supervisor, it is not your place to give the employee performance feedback, as you have not experienced him on the job. Coaching should not be a manager’s way out of providing constructive Feedback.

? When it’s actually the manager or requester who needs the coaching. Situations like the time management one I described earlier, or like when I’m asked to coach two team members who don’t get along, alert me to examine whether the right person is being suggested for coaching. If two team members don’t get along, it would be far more effective for me to coach their manager on how to handle conflict and on team-building than it would be to coach the two individuals. Certainly, the two individuals would get something out of the coaching, but it’s not the most effective response in this situation.

? When performance management is actually the correct response. In some cases, employees are coached and coached and coached when what’s really called for is consequences for their behaviours. I’ve seen managers talk to employees over and over again about things like “attitude” problems or attendance issues to no avail. These managers are supportive, they ask the right Coaching questions, they listen, but the problem persists. Then they come to me and ask me to provide additional coaching. In these cases, embarking on a progressive discipline process is the better solution. This may sound harsh, but it’s part of building an accountable organization, and it gives the employee a real sense of the urgency and a real chance to improve.

? When employees do not want to Coach. Employees should have a real choice about whether they would like to receive coaching. Some requestors will tell you that the employee was asked whether she’d like to work with you as his coach, but perhaps she only said yes because it was her boss who was asking or because the “suggestion” was made more in the spirit of command. Coaching should never be regarded as a punishment.

? When it’s already been decided that this employee is going to be asked to leave the organization. Unfortunately, I have seen organizations where coaching was requested simply for appearances. The plan was already underway to let an employee go, but someone thought that showing that coaching had been offered to the employee before letting him go would “look better” if the terminated employee gave them any trouble. The question that you always have when you’re asked to coach an employee with performance issues is whether, if the employee’s performance improves, there is a real commitment to keeping the employee at the organization. Only if the answer is yes should you take on this person as a coachee. Also try to make sure you are given enough time for the coaching to actually work, usually about six months.

When the requester or potential coachee is confused about what a coach can do for them, or isn’t sure of the distinction between coach and mentor. Be wary of coaching requests that are unrealistic, and remember not to make any guarantees. Educate people about the differences between a coach and a mentor to manage expectations.