What keeps you tossing and turning? What wakes you from a deep sleep, sweating and checking the shadows?
It’s probably not performance management…. But maybe it should be.
Without a system to guide it, any directives that build on your organizational strategy will shrivel up. It’s not enough to have a plan. You need your entire team ready and able to execute it. They need a concrete map that tells them how to get where you need them to be… and it must be followed.
Some employees are better at following the map than others. We’ve heard every excuse in the book when it comes to why a development plan failed. The latest popular pretext is the pandemic, but that’s just one of thousands. No matter the reasoning, the problem often boils down to three main sources: people, people, and people.
People can be unwilling to take direction, tuned out, or avoidant. But then what’s the problem? There are lots of people out there and many of them are looking for a job, right? Just get different people. It seems like a simple solution.
Except it’s not that easy.
The cost of replacing most employees is at least 50% of their yearly paycheck according to SHRM. That’s not a cost that most companies can afford to do too often, especially during the uncertain times we’ve been in for almost a year now.
That means organizations must find ways to identify their talent and break through any barriers those employees have to get the most out of their potential. It can be an absolute nightmare, if you aren’t equipped for it.
Thankfully, these are things that don’t have to ever haunt your dreams. They can be avoided or resolved and we know how to do it.
Here are 3 coaching nightmares and how to solve them:
The Bigfoot: These folks can be seen from a distance, sometimes putting on an impressive sight. They appear to be getting things done; but nothing seems to be actually happening. When it comes time to find out why, they disappear or deflect onto others.
The Solution: Accountability. Set those meeting dates concretely, give them deadlines, and, most importantly, follow up. When they know they’ll have to explain their progress (or lack thereof), it's much more likely something will be done. Track updates to focus areas carefully.The Vampire: This strong personality can really suck the life out of their coach. They tend to talk over their manager and refuse to accept criticism or suggestions, often assuming they know best. That makes it extremely difficult to get them in line with any organization goals or correct issues.
The Solution: “Are you independently wealthy?” It sounds like a bit of an odd question, but it’s very poignant and gets attention. This tactic can help them realize their place within the company, not above it. We’ll be tackling this in more depth in the upcoming free 45-minute webinar: The Stone and The Pitcher.The Zombie: You think they agree with the direction they’re given. They aren’t disagreeing anyway. Actually, they don’t seem to be saying much of anything. Opposite the Vampire’s strong personality sits the Zombie, a shambling shell that may or may not get where you need them to go.
The Solution: Ask them to wake up. Managers that are dealing with a Zombie should use clarifying questions to bring them back to life. Ask for details, plans, ideas, and insights. Don’t accept head nods or monosyllabic responses. Be sure to pause after asking a question and let the silence hang there until the employee speaks up.
If these solutions don't get the point across, it may be time to escalate to a Job Threatening Focus Area or a similar process for those that don’t use Catalytic Coaching. Be sure you check with HR and your organization’s Coach2, if you have one. They’ll be able to give guidance on framing and delivering the message.
When in doubt, throw a rock at it!
Figuratively, of course.
Join us on March 10th for a FREE 45-minute webinar: The Stone and The Pitcher.
We’ll be tackling more strategies for dealing with difficult employees and keeping your organization on track.
Garold (Gary) Markle is the creator of Catalytic Coaching and author of Catalytic Coaching: The End of the Performance Review. He brings real world experience from 17 years in HR leadership in major corporations coupled with 20 years of teaching small and mid-sized organizations how to cultivate their leadership and ditch their detrimental performance reviews for a proven Coaching process.
Book Gary to speak to your audience about speeding your pace of significant change.
