Coaching, Mentoring and Managing: A Coach Guidebook

Mutually Agree on the Action to Be Taken

This requires employee participation in the improvement

process. One way to help ensure this is to ask the employee how

he thinks the problem might be solved. Chances are, at least some

aspect of the team member’s solution can become part of a plan

that you’ve already thought through. Results? The team member

has some ownership in the solution.

Identify the Consequences of Action and Inaction

This point is a must in any improvement process. Not only

should you not sidestep it, but you should ideally formalize

agreement on consequences by asking, “Do we have an agreement

on expectations and consequences?”

You can document the counseling session and ask for

signature affirmation from the team member concerning

expectations and consequences; this is useful for serious

infractions. The approach you take will vary with the organization

and your own style. The important thing to remember is to end

every counseling session by recapping decisions and focusing on

action to be taken. Talking about substandard behavior is good, but

behavior that isn’t targeted for specific action will never change.

And, of course, consequences must be specific: “If we can’t

see at least a 5 percent increase by this time next month, Roy, I

feel we must (consequences). Does that seem right to you?” Plan

ahead to figure out what consequences are right for the needs of

the employee in question. It’s not something you can do on the

spot. Cover positive as well as negative consequences. Point to the

benefits of following through on the proper behavior you

have targeted.

Make Sure the Consequences Affect Basic Needs

Tie any consequences of poor performance to basic needs. The

employee will continue to perform unsatisfactorily unless there is

a meaningful consequence to his actions.

Coaching, Mentoring and Managing

5

Discuss the

problem as “our”

problem, not just

the team member’s

problem.

Consequences

must be specific.