Be slow and Process Focused developing leaders.
Developing an environment of Trust Attracting Behaviors will allow everyone to be a leader & rise to their level of capacity within the work. Slowing down will speed up the acceptance & rate of development for the entire company – improving the work, in turn improving the organization.
If the culture of the company is Failure Is Unacceptable and people that fail will be punished…It is nearly impossible for people to change to a new way of doing things. Every time a change is expected, temporary incompetence happens.
If you are asked to learn a new skill. The fear that your peers may see you as temporarily incompetent causes you to reject the change outright.
If the goals are too small people feel micromanaged. If the goals are too large people are lost and unsure what to do, macromanaged.
Properly delegated Contextual Goals are Goldilocks Goals…They cannot be too big or too small. They are just right, and matched to the person.
The most frightening thing about having a manager that is “Too small” and creates under-performance and dis-engagement is the gradual reduction in level of competence of the subordinate team, which creates broad departmental under-performance and increased dis-engagement. The department begins to sink in scale, matching the competence of its manager.
Developing a mentoring process with existing managers is a way to create discussion a shared language of work between the leaders being developed and those that are already doing the work. Bringing the leadership development to a pragmatic level placing the focus on what matters; Seeing the work get done and having the opportunity to ask questions, and have someone with skilled-knowledge answer those questions.
Changing the appraisal / evaluation period from once yearly to monthly allows you as the manager and the employee to work in shorter time, adjust and move together towards shared work goals. This way either one of you can adjust and improve your performance in a time-span that allows for improvement and feedback.
In other words…with the right organizational circumstances where a person who is competent in their role with leadership accountability, people progress together; the progression together touches the deep-seated value for social cohesion.
Continually I see ideas hap-hazardly put into organizational practice and managerial-leadership ONLY making matters worse. Leading to Executives, Human Resources and team leaders grasping at the ‘Next Thing’ in order to cut the down on the felt mounting bureaucracy and dis-trust within the organization and team.
Sometimes coaching is forced on an employee by their manager because they are having a tough time with a new position or their existing manager just does not know what to-do, and many other reasons.
Okay, when that happens what do you do as an executive coach?