HR Solutions: Addresing problems requires feedback, coaching

Lynne Haggerman is president/owner of Haggerman & Associates, an employment, management training, human resources consulting and outplacement firm.

An effective supervisor is one who starts coaching a staff member soon after observing an inappropriate behavior for the first time. He is not intimidated or afraid of confrontation. He takes the time necessary to correct the problem now, knowing he will avoid spending an inordinate amount of time later because the issue has snowballed.

He realizes if he does not resolve the matter quickly, the associate may never recognize there is a problem. He will reinforce continuance of the conduct and possibly make the consequences worse than the original situation. He will watch his credibility and respect from other subordinates decrease.

Eventually, he might see increased conflict and decreased morale, productivity, retention and team spirit. Depending upon the severity of the event, the impact may ultimately be felt in customer service, client retention and company profit. Therefore, it is critical to prepare for and successfully communicate coaching to turn around the unsuitable actions of employees.

First, decide if the problem is worth addressing. For example, it is not necessary to coach an exceptional worker who makes a minor mistake. Once you start down the coaching path, don't stop until the unfitting behavior ends. It is a poor manager who begins coaching and later says, "I do not have it in me to coach you anymore. Go ahead and do whatever you want to do." At some point, either the person must decide to change or leave.

Second, prior to communicating, gather the facts, document the information and choose a win/win attitude. Walk a mile in your subordinate's shoes to analyze why the poor conduct was chosen. Maintain balanced thoughts and emotions by recalling all the positive characteristics the individual possesses. Fight the urge to allow one negative action to overshadow the many favorable performances displayed.

Determine the number of chances the employee has to change before you will move out of the informal coaching phase and into the formal, progressive discipline stage. Traditionally, supervisors select three to five chances. Keep the figure to yourself, however, in case you change your mind later. For example, once you note the situation, you may decide to furnish three coaching opportunities. You provide the first and the staff member still chooses to perform the same action. It is so bad, you decide to coach one more time, instead of two.

On the other hand, you may notice that the worker is sincerely trying to change, but it will be a slow process that requires more coaching time than originally anticipated. In this case, you may decide to increase the chances beyond the original three.

Perform a supervisory self-analysis by asking yourself a few key questions. Are you planning on treating the team member similar to how you would like to be treated, in terms of what you will say, how you will say it and where you will meet? Do you truly care about the individual's success? Thoughts will translate into behavior, and 93 percent of all communication is nonverbal and tone of voice.

Accordingly, if you wish the jobholder would quit, your thoughts will be reflected in your coaching performance. The associate will believe what is seen, not the words said, making change unlikely.

Third, begin coaching the day the event occurs, if possible. The only exceptions to this rule are if you are angry or do not have all the facts yet.

State all the positive traits of the subordinate. Share the problem in a direct manner.

To show respect, ask why the behavior was chosen. Tell standards expected and encourage the worker to devise solutions. Explain what you will do to provide support toward attainment of the standards.

Explain the consequences if a decision is made not to change. If you will be providing more chances, the consequences will be additional coaching. If you have furnished all the chances you are willing to, the result will be formal discipline. End the session by restating the person's positive characteristics and expressing your confidence that he will succeed.

Fourth, following the meeting, if the employee makes a wrong choice, implement the consequence you stated. If the associate performs properly, provide positive feedback.

By following the four steps to proper coaching communication, you will notice inappropriate behaviors rapidly turned around, and increased performance and respect by your staff due to your strong leadership abilities.