Corporate mistakes regarding Employee Coaching

When it comes to a company offering Coaching to their employees, it is essential that they are fully committed to the initiative, otherwise it could prove to be a waste of corporate resources and can also negatively affect employee morale.

There are different ways for a company to not being fully committed to coaching.  Some of these reasons include the following:

1.  Stop and start coaching programs. An executive regime may see the value in corporate coaching but when the company under-performs for a couple of quarters, the costs associated with coaching can suddenly seem to be too high.  When an employee reward for performance and personal growth like coaching is eliminated,  it can sometimes lead to employee disengagement.

2.  There must be a compelling reason for an employee to change.  Some people really see the value of a coach, others do not care for a coaching arrangements and some may feel as though it is an invasion of their personal time.  Make sure that the individual is indeed motivated by coaching.  The compelling reason to change is often because they are recognized as part of a high potential program on conversely the employee is being placed on a performance improvement plan.  Usually coaching is not heavily invested in the latter. If the former is the case, be sure to explain all the positive reasons as to why the employee was selected for such a great opportunity.  Praise and commitment can go extremely far for improving culture and desired action from all employees.

3.  It is also very important to establish the frequency of the coaching sessions. Make sure to indicate a set timeline in place, because if budgets are cut, it is easier to finish off the 12 week program as oppose to cancelling the program while the employee was thinking it would be a long term program.

4.  Motivate employees with the potential opportunity of coaching sessions and what the metrics might be in order to qualify.  Any ambiguity around who could qualify for coaching, does not maximize mass employee performance improvement as it pertains to a coaching opportunity.

5.  Make sure that there are actionable items after coaching as well as specific homework to be followed.  Half-hearted coaching (sometimes by non-committed executives if done in house) can lead to parties not feeling that the time is well spent.  Obviously senior leadership leading by example is the key for coaching to resonate below.  Do as I say and not as I do will almost always lead to reduced effectiveness in coaching.

6.  Analyze with both parties as to whether there is a personality fit.  If there is no connection, time is likely being wasted. If it is a third party coach, this is an easy fix, but more of a sensitive issue if it is an internal employee.  Make sure to ask the employee beforehand the criteria of a good coach so when one is selected based on that criteria, there is more incentive to engage.

7.  Make sure the coach fully understands the employees mandate, and that there is a constant linkage back to achieving that mandate (results for the company). This will make it more achievable.  As always, being succinct in feedback and ensuring linkage will almost always lead to more success.

Coaching is not a flavour of the week topic.  All stakeholders need to be on board or there is a strong possibility it won't work or it will be too expensive in time, resources and money.

Farewell,

Mike