"Every job is the responsibility of two people. Not one—two." — for Managers & Supervisors
Marie McIntrye, Ph.D., made this statement in her recent webinar to explain why you don't just need to manage, you need to coach. Dutifully following rules and best practices can only bring an employee so far. At some point, there needs to be a talk—maybe it'll be developmental coaching, and maybe it'll be remedial. If you've created an environment where people can thrive, chances are good it'll be the former.
But you don't wake up every day worrying about that kind of coaching, oh no. It's the remedial, corrective kind that creates headaches. Marie's webinar was filled with the stories of problem people and those who had to deal with them.
One of her slides, shown here, sums up perfectly where so many managers go wrong when the time comes to actively coach. They too often let the conversation slip into a parent/child format: They scold, they warn, they bring up old, unrelated issues. The people on the right of the picture are actually having a talk that's going to produce something. Coaching is about adult-to-adult discussions that leave emotions behind and see current problems from both sides. So which are you ... a coach or a parent?
In this clip from the webinar, Marie took the audience through the tricky steps of a corrective action discussion, using as an example a 911 operator whose behavior set off alarm bells:
"Wimpy managers drive me nuts," Marie went on to say, and in this clip, she described the concept of "managerial presence" and how to use it effectively: