May 2003

A FOCUS COMMENT:

“To Coach or Not to Coach”

Today’s business environment and pace continue to create new challenges in effectively managing a company’s key leadership talent.  The constant need to increase output and improve performance is placing significant pressure on many senior-level management positions. As a result, one of the more difficult questions that is being asked with greater frequency is what action should be taken when a key leader’s performance is not acceptable. 

Should a leader whose performance is in question be developed and coached or transitioned from the company?

The first step in answering this question is to determine how critical the job functions are that are not getting done.  The more critical the functions, the more need for action.  Are mission-critical outcomes not being met?  Is the poor performance placing significant business initiatives at risk or is there some latitude in addressing the performance issues that are in question?

If the issue in question revolves around a mission-critical need, then consideration needs to be given to the following questions to determine what course of action to take.

• Are the expected outcomes demanding more than the individual can deliver?  Is the job outstripping their core skills and competencies?  Is the person clearly failing in one or more core job performance area?  Is it realistic to think that coaching will overcome these deficiencies?
  
  
• Is the leader having enough success in the position to foster a climate of support and patience that is needed for new behaviors to emerge and performance to improve?
  
  
• Is there an openness and genuine readiness on the leader’s part to learn and grow in the direction of the required behavior change?
  
  
• Is the required behavioral change being sought consistent with and complementary to the natural motivations and strengths of the leader?
  
  
• Will the leader be receptive to receiving job performance feedback from several different sources as part of the process of validating and sharpening the focus and direction of coaching intervention?

The decision to coach or not to coach is rarely a clear-cut decision.  It is always a matter of weighing gaps in performance against the likelihood of success.  Sometimes it is a matter of judging whether the situation at hand presents a long-term project versus a “fine-tuning” intervention.  Is it an opportunity for mentoring and development, or is it an opportune time to implement a transition plan?

The stakes, however, are significant enough that the situation needs to be carefully addressed and weighed.  Addressing the issue head-on, with needed insight, will create an outcome that is best for both parties and strengthen the overall health and performance of the entire organization.

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