Constructive coaching, more than a New Year's resolution
3 Jan, 2008 By: Ron Hall
I get several dozen emails daily, probably like you. Many, skirting my Mac’s spam blocker, are pitches for products or services. It’s difficult to determine if they’re legitimate or not. I delete these immediately.
I also get dozens of important business-related emails, and the occasional “friendly” email from a family member, friend or acquaintance. Often these are messages, images or articles that they've received from friends, and forwarded to their list of email acquaintances. Some of these emails are humorous, many are inspirational, some are political, a few religious and there’s also the image or joke that I wouldn’t dare forward myself. Even so, I appreciate getting most of these emails and have saved many in a special electronic folder on my computer.
Just two days into 2008, I received an email from industry consultant Bill Phagan in Tampa with a message that went straight to my heart. I am not big into New Year’s resolutions, but I am posting it somewhere I can see it as a reminder. My resolve to improve is only as good as my memory.
The message — and I have no idea where it originated before being shared via email — focuses on the “constructive coaching” of others.
The story I got from Phagan involved a young and very capable grocery store worker in New England. Torn between serving customers and writing a last-minute report for his boss, he made the decision to serve the store’s customers, and submitted the report later than the manager would have liked it.
That decision cost the young man promotion after promotion, but he didn’t realize that was the cause for being passed over time and again for a better position in the grocery chain. His manager never told him. He was denied learning from his mistake, assuming it was a mistake to begin with.
The email says the story is true, and whether it is or not isn't even important..
The take home message to me is simple: Stop and share experiences, thoughts and provide the proper tools and information for particular projects and their outcomes with younger and less experienced employees. Ultimately, however, it’s up to them to fulfill certain responsibilities or meet the challenges of their positions.
There’s a very fine line between “constructive coaching” and “giving advice.” Nobody likes being told what to do (me included), without understanding why, so I’m going to keep this in mind, as well.
Here’s the heart of the email I got from Phagan, and thanks to the author, whoever he/she is:
1. You Stunt Employee Growth. Every employee, peer, or boss has the potential to be significantly better than they are right now. They want to be good at what they do not just for personal pride, approval or rewards, but to know they are growing and not stagnating. Have the guts to grow them! Make them better by giving them the gift of coaching.
2. You Rob Your Customers. Underdeveloped employees will and do impact customers. This happens because of unnecessary errors, missed deadlines, and inconvenience caused by re-work. Customers really get turned off by employees with poor or indifferent attitudes. Can you imagine the cost of lost customers and the bad PR it brings simply because of ill-prepared employees? You can minimize the cost of lost customers by making sure you don't withhold constructive coaching.
3. You Cost the Organization. Organizations only get better at the rate their employees / members get better. Lost revenue and productivity are only part of the cost. Loss of customers and turnover of disengaged employees represent huge costs to organizations each year. How much of this cost can you prevent by being honest with those you influence and give them timely, constructive feedback?
4. You Hold Yourself Back. Leaders cannot be afraid to lead! If you truly love to serve others, you must find the guts and skill to deliver constructive coaching everyday. If you find yourself avoiding this, it's like trying to drive a race car with one foot on the gas and one foot on brake. You’re limiting your potential to positively impact others. You’re limiting your potential to lead.
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