Off-the-Cuff

Someone I was speaking with at a social gathering asked me how she could be a better coach to her employees. I found the question a little "big".

After our discussion she seemed grateful and she suggested I record the answer in this blog. It strikes me, with a smile on my face, that she was essentially assigning me the job of writing it down for her convenience. I'm pretty sure she's smiling as she reads this.

Ask yourself these two questions about each of your direct reports:

1) What are this person’s greatest strengths, and what can be done to help the organization take full advantage of them?
2) How could this person tweak their style in order to be perceived more favourably by others?

Armed with your own answers, chat with the person about these things.

For example, say something like: “My perception is that your greatest strength is [abc], and I would like to find a way to help that trait flourish.” And then, talk it through; get that person’s opinion, actually modify aspects of their job in order take more advantage of their potential.

Also, consider saying something like, “I genuinely believe that for you to achieve your goals we need to get people to see more [xyz] in you. So I’d like to help you with that; is that okay?” Then, with this little psychological contract is in place, talk about the behaviours that exhibit [xyz].

Be sure that by the end of such a conversation there are some mutual commitments involved, as well as a time to talk again. Commitments might include you announcing that the person will be taking on [abc] duty, or you promising to make a note each time you see [xyz] (or its opposite). They also might include the team member promising to implement [abc] or [xyz], knowing that there will be future discussion.

Notice that this approach is about nurturing current strengths, rather than focusing on weaknesses. Also, see how it asks for more of a trait, rather than negating some other trait.