Coaching usually involves one or more managers sitting down with the individual, pointing out both positive and negative issues he or she may be having, an allowance for the individual to have input in the concerns and should always involve a positive perspective where the individual is praised as much as he or she is guided regarding his or her misconduct. Coaching is a positive form of discipline, though it can be an active part of overall employee training as well and will likely be better received if it is and if it has a history as part of the culture of the business. Coaching can also take place as part of a consulting process that offers employees personal growth and development training with an outside (consulting) party, either in groups or individually. (DelPo & Guerin, 2010, p. 106) Implementing coaching for the first time can be difficult but it is usually worth the effort as most people will be made better for it and if they are not they might not be the right fit for your business and/or their role in your business.
Kushnir offers a comprehensive set of suggestions for managers and employers who are dealing with great employees that simply do not interact well with others and therefore undermine the business in ways that reduce others productivity and can even create a hostile work environment.
Hold employees accountable for what they do and how they do it. "Managers must be willing to risk losing the employee," he explained. "To not hold everyone accountable for their behavior undermines the company's values and turns them into meaningless platitudes."
Recognize team performance, not just star performance. Top performers often get recognition that can overshadow the hard work of others who supported them. To address this, develop a team-based performance-recognition system.
Use 360 tools as a feedback mechanism. Star performers need to know they will face consequences for negative behavior. Using 360 tools is like holding up a mirror so the star performer can see the results of their actions. It is equally important to have direct feedback sessions with star performers so they know the exact consequences of not changing their behavior.
Set expectations of appropriate behavior for all employees during the selection process. Some selection processes include conducting assessments to determine if the candidate is a team player, how he or she reacts to recognition, as well as coaching ability.
Hold managers accountable for helping the star performer change his or her behavior. Most star performers are excellent at what they do. But & #8230; sometimes managers are reluctant to hold them accountable for unacceptable behavior.
Pay attention to interpersonal skills. Star performers often have come up through the ranks by producing, producing, producing and churning stuff out -- and neglecting the grooming of their interpersonal relations.
Isolate the star performer's role. Consider modifying the person's role to become more of an expert, individual contributor or one-person function.
Sometimes, talent managers need to hit 'em in the pocket book. It can be tempting for a star performer to ignore unflattering feedback when he or she is bringing in a tremendous amount of revenue. After giving direct feedback to a star performer, sometimes the manager needs to cut the bonus and, again, explain why.
Encourage a star performer to fail. Star performers literally can be trapped by their accomplishments. When people don't know...
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