Coaching Disgruntal Employees
Has anyone had experience coaching employees who try to put off current issue(s) and/or always contact your superior when they are not in agreeance with a decision you've made? I am experiencing this for the first time and when I try to prepare and set a definite time to address her concerns, she becomes very stand-offish and minimizes its importance. Yet it was important enough for her to contact my superior. A huge problem is that we seldom cross paths at work, due to the fact we both work part-time as aerobics instructors. I see her maybe once every two weeks. I have tried to accomadate most of her requests, but also have to do please the members. I have learned much after completing this course and can take much of what was outlined into future coaching sessions and evaluations, but I'm still curious as to best practices for these types of employees.
Your input is welcome and appreciated...
Holly,
This is a very good area of concern. I would agree with our facilitator, in that this is not an area one would coach but use as a learning tool to perfect your employee's performance. I would take into consideration the following the advise for the following thread members, utilizing your problem solving skills to defuse the situation, and search for ways of making your work environment less hostile. For example, you may have to enforce your power as a supervisor, in a gentle way but be aware of your subordinate who may retaliate and make your employee aware of the chain of command.
I have been in a position to be a coach to an employee who was not meeting performance standards. This can be uncomfortable for both myself and for the person being coached, as the coachee may not feel that they have an issue, or may not think that I as the coach has anything to offer. In this case, following a set of guidelines is helpful. For me, as the coach to meet with others of the same position to gather confidential feedback is important in the preparation process, then to initate a meeting to gather more information, by active listening, and to create a plan of action. Next would be to cultivate a bond between us by honesty and being an advocate for the coachee. Lastly to have follow up in a structured and systematic method.
Jennifer,
yes, the communication lines must be flowing.
Ryan Meers, Ph.D.
I agree totally. Good communication is the key to successful coaching and if everyone has not made their areas clear, things can easily be misunderstood.
Yes, anytime we can talk through these areas & help to clarify those misinterpretations, I've found we make a lot more progress.
Ryan
I agree totally. Sometimes just being able to clear the air about a subject can clean up a lot of gray areas. Sometimes the things that are said aren't interpreted the way that they were meant. This is from personal experience.
After having had a discussion with your manager, it sounds as though a meeting among the three of you would be wise. As long as you are confident in the support you receive from your manager, I would think having the disgruntled employee hear the "law of the land" from the manager in your presence would help to set thing straight. This would eliminate the "he said/she said" scenario and solidify your authority.
Holly,
Good question on a tough issue. First of all I want to clarify something from my point of view. I would not advise "coaching" in this case. I don't want to split hairs over terms, but to me this is not a coaching issue but an actual performance, working relationship situation & I think it needs to be addressed in this way.
I am assuming based on your question that you are in a supervisor relationship with this person? Assuming that is true, it may be time to tap into your base of coercive power. Based on what you've said here you have tried to accomodate her & have tried several times to meet with her. Believe me, I am one of the last ones to resort to "tough" tactics but sometimes it is necessary. I recommend demanding a meeting with her to discuss these issues & to come to some type of resolution. Again, based on what you have said here you have worked hard to work with her, but she is not reciprocating so it may be time to use this tactic.
In addition to this I would also encourage you to meet with your supervisor. I can't tell if he/she is allowing this behavior from this person to continue? If so, I think a conversation needs to be had regarding boundaries & how if this continues he/she is overriding your authority & thereby taking that away from you. This is definitely not an easy conversation & one that needs to be handled very carefully but I believe an important one to have. I hope this helps & please contact me if you would like to discuss further.
Ryan
