Coaching, Mentoring and Managing: A Coach Guidebook

change because ... .” Such an approach may seem to free you

from being the “bad guy” in a confrontation — but it creates three

deadly long-term problems.

1. The associate receives the implied message that you
   wouldn’t object to the behavior if you were in a position
   to set a more reasonable policy.


2. The behavior will only become less obvious ... hidden
   from the unreasonable policymakers above ... but not
   gone altogether.


3. You’ll find it almost impossible to expect compliance
   from that associate when it comes to future direction.
   Make sure he understands that.

How Will You Help to Achieve Change?

Answering this one always means a time commitment.

Change happens over time. Will change mean returning to

mentoring in some areas? Will it mean involving “referral” agents

to more thoroughly equip the team member? Prepare your

commitment alternatives in advance, and remember: No change is

possible without a time investment.

What Are the Minimum Standards You Will Accept?

Decide in advance what standards are non-negotiable and

define them during the counseling session. Such non-negotiables

(attendance, procedures, work output, relational activities, etc.)

should be in writing ... specific and measurable. If you don’t have

those formalized guidelines, you’ll find yourself in “agreement”

trouble. Know what your minimums are and why — and at least

three ways your team member can accomplish those minimums.

Examples

Standard: 40 hours per workweek

Compliance options/opportunities:

a. 9 a.m. to 5 p.m., Monday through Friday

b. 8 a.m. to 2:45 p.m., Monday through Saturday

c. 8 a.m. to 6 p.m., Monday through Thursday

Coaching, Mentoring and Managing

5

Change happens

over time.