One of the great debates in coaching is whether it is most useful to support high achievers or strugglers. The truth, of course, is that it is suitable for both. However, coaching underperforming employees needs to be handled with sensitivity and care. Let’s look at some of the issues, and the commonly asked questions.
A useful, general definition of underperformance is “not working to the specifics of the job description”. But often underperformance is defined differently. It is often vaguer. Perhaps a team member not being enough of a team player. Perhaps not hitting quite enough targets. Perhaps not being extrovert enough in meetings. We (the coach) don’t define whether someone is underperforming! We are not the evaluators here.
It is down to the line manager or sponsor. If they believe that the employee isn’t working to their role specification, then that is the starting point. They may be right, but they may be wrong. It is wise if the coach has a robust conversation with the line manager prior to taking on the coachee. Finding out explore exactly what the manager means by underperformance is a vital prerequisite to the coaching.
Is coaching the only way to tackle the underperformance?
No! It is vital to know that there are alternatives that can be offered at the same time as coaching. Coaching doesn’t mean that the line manager steps back. They still need to take responsibility to manage their employee well, and to provide other development opportunities. Coaching works best if it is in tandem with good quality day to day management. Technical training/role shadowing and other activities can also be used to impact the employee positively. These can take place at the same time as coaching.
It is useful to be clear sometimes an outcome of coaching people is that they resign their role. This may be a desired outcome, or it may not. As coaches, we are neutral in this. We have to be clear to the sponsor that it isn’t our role to either persuade people to stay, or to go.
Are there any underperformance issues that aren’t suitable for coaching?
If the employee is non-compliant with organisational norms, or has committed gross misconduct, this isn’t for coaching. The organisation has a responsibility to deal with these areas in a robust way. Otherwise, generally all performance and motivational issues can be tackled in the coaching environment. I strongly disagree with the situational leadership model (sometimes called the skill/will matrix). It suggests high performers need coaching, low performers need mentoring etc. It is too simplistic.
How do we get the sponsor involved in the process?
The rule of thumb is “no secret briefings”. Coaches must resist the line manager sharing their concerns about the employee privately, then expecting us to “coach them better”. One internal coach told me that in his organisation the coach would be sent an “underperformance concern” sheet. The employee wouldn’t see it, but that the coach had to work from it. Bad practice indeed!
Set up the initial meeting with the line manager, the employee and you as the coach. Have the line manager express, specifically their concerns. Give the employee the opportunity to clarify, challenge and finally accept the manager’s perspective. If the line manager can’t do this, or the employee can’t accept the manager’s viewpoint, beware! This has all the potential to be a poisonous contract – so leave it alone!
How do we keep the line manager involved, but not interfering during the coaching?
After the initial three-way meeting, explain to the line manager the way things will work. During the coaching process, the employee’s confidentiality is paramount, in order for the coaching to work well. Say that you will update the line manager in case of obstacles, i.e. if the employee doesn’t attend the sessions. But otherwise, the coach and employee need to be left alone to allow the coaching to work.
Midway through the coaching process, after 3 or 4 sessions, have another three-way meeting. This is an opportunity for the line manager to be updated. The update is to be done by the employee, not the coach. And the line manager has the opportunity to comment on any positive changes, or express ongoing concerns. Repeat this three-way conversation at the end of the process. This is a good part of the process, so that it can be signed off and the improvements noticed.
How do we keep to our standard coaching approach, knowing what we know about the underperformance?
Just because we know there is an underperformance issue, it doesn’t have to influence our coaching unduly. It doesn’t mean that we have to start asking leading questions, giving advice, or taking the employer’s “side”. We can still coach to the agenda of the coachee, focussing on their outcomes, their obstacles, and their changes. And we can use the information that the line manager has shared with us and the employee. We can consider this as common knowledge and use it as a reference point.
For example, a concern shared by the manager that the employee isn’t collaborative enough. The employee’s coaching topic is about developing a new project. We may choose to ask a few tailored questions relating to the collaboration issue. “How will you be mindful of the expectation of being collaborative?” “What is the challenge for you developing a new project and also knowing your boss wants you to be more collaborative?” – or similar questions.
Final thoughts
Coaching is useful for most people in most circumstances. Being able to help improve performance isn’t just an issue for the organisation. It is also an issue for the employee. They may not be happy, fulfilled or connected to the organisation. So, they may need to recognise this and leave. Or they may have hit a bump in the road that coaching can help to turn around. As coaches, it is our responsibility to structure the whole process that is in line with our code of ethics. We also need to give the organisation what they need whilst still respecting the needs of the coachee. The coachee is ultimately is our client and the person we are working for.
Happy coaching
Charlie Warshawski
Our ILM accredited level 7 certificate in coaching and mentoring for senior executives is our flagship programme. People who attend become some of the best coaches around. They go on to use coaches as part of their jobs, or set up their own coaching businesses. If you have some coaching experience, even if it is just informal, then this is the course for you.
