Corporate Adventure

Donna was proud of her commitment to excellence and shocked to realize it was a problem. Only when she received a great job opportunity did she discover her brilliance was about to leave her boss with an ugly problem, with insufficient bench strength essential for his future success. Keep reading to learn what she tried that didn’t work to build it…and 3 choices that did.

What Didn’t Work: Capable Heroine = Complacent Staff

Donna initially expressed only frustration with her people…until she realized that she had swooped in to save the day so regularly that she’d let, no, she’d undermined their learning to think, deliver quality on time and lead productive meetings. She’d solved the breakdowns vs. taught them to create solutions. She’d taken over struggling projects vs. held them accountable. She’d met with clients vs. sent staff to facilitate progress. Her pride as Capable Heroine, complete with sparkling ring, cape and impressive victories, had enabled staff complacence, casual quality and unreliable accountability.

When I arrived, she felt embarrassed and worried it was too late to recover. Donna explained how she had tried to build performance by giving staff detailed instructions, but few followed them very well.  She tried a tough love, hands-off, you-figure-it out style, but they still missed targets. She got mad, but they withdrew rather than stepped forward. In our work, we discovered 3 approaches that accelerated staff development and progress.  Which might help build the capabilities and future success of people you lead?

3 Keys That Worked: Disciplined Coach = Skillful Staff

Update Your Title: Even though she held a “Director” title, Donna realized that she functioned most often as an outstanding individual contributor. To develop new bench strength, she first chose to step down from the personal glories of Capable Heroine and step up to become Awesome Coach, a leader who helped others learn to shine. As Awesome Coach, she dedicated herself to inspire and help others think broadly and rigorously, make and meet commitments, deliver quality, innovate, and learn, continuously.

Change for Their Benefit, Not Yours: Donna announced new goals to staff by explaining what changes to expect and how the higher expectations would help THEM. She made it a drum beat, for weeks, in every interaction, to name the personal benefits each change would offer THEM. She built a strong linkage between how each step toward upgrading their practices also upgraded their success, confidence and career opportunities.

Teach How to Think – Ask, “What Happened?” Anytime staff improved, Donna asked “what” (vs. why or how) questions with genuine curiosity. “What did you do to find this information? To develop this new solution? To deliver great quality on time? To create positive feedback from our client?” Asking them to recall the attitudes, actions and aptitudes they had used strengthened their awareness of and readiness to use effective standards and practices in the future.  Internalized, they could independently use them to produce growing success, without any desire for a Heroine.

When staff fell short, Donna learned to drop her knee-jerk frustration and choose to coach. Rather than starting with her favorite question, “What will you do differently next time?” she learned to ask, “What happened?’ and “What led you to make that decision?”  She taught staff to identify key choice points, use contingency thinking, and weigh potential impacts.  Donna figuratively put her arm around their shoulders and taught them how to think. When they discovered better choices, occasionally with some guidance, Donna always finished by asking two questions, “Can you do it?  Will you?”  By confirming confidence and a verbal commitment for accountability, they followed through more successfully.

So What

I’m not sure who initially struggled more.  Donna worked to break long-standing habits of supplying the answers and taking over difficult work.  Staff worked to dig for information, propose good ideas before asking for help, and master the disciplines required for producing quality results. But, both improved. Donna wished she’d started investing much earlier, but left her job certain that she would stay Awesome Coach, continuously develop staff and feel proud of the bench quality she left when she took her next promotion.

Now What

Developing the people around you is critical, especially as future success demands continuously improving everyone’s capacity, capability and creativity. There are many more leadership practices that can help you build the bench quality you want.

If you or leaders you coach are committed to optimize bench strength faster, call me to explore your situation and how I might support your success. Our first call is always free.

Comments?

Do you have additional ideas for strengthening performance as a leader coach? I welcome your ideas and feedback at mkimbell@corporateadventure.com. Thanks!
Please share this blog with anyone who can benefit from it.
All the best,

Meredith Kimbell
President,Corporate Adventure®
Executive Advisor, Strategy Consultant, Leadership Energizer

KE Photography, Kari Elliot Photographer

Leadership Coaching Notes uses real or composite client examples drawn from 30 years of coaching and consulting with leaders committed to improve performance by solving their toughest personal, interpersonal and organizational issues.
Unless otherwise attributed, all material is copyrighted by Meredith Kimbell © 2013. All rights reserved. You may reprint any or all of this material if you include the following: “Leadership Coaching Notes” © 2013 Meredith Kimbell, Corporate Adventure®, Reston, VA. Used with permission.”

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