Unorganized, doesn’t delegate, doesn’t think ahead, then dumps it on us the day before.
She’s operating like a worker bee., and doesn’t know how to step out and lead.
Asks people to do tasks, then takes it back. Lack of empowerment and trusting.
John, the department head, watched Janet as she was reading feedback from her team with tears in her eyes. Even though he was uncomfortable, he pressed on to tell her what she needed to hear.
“Janet, the feedback I’m getting from exit interviews is not great. We always expect some turnover. But half of your team have left in the last 4 months, including some I had high hopes for.
“I think you have a lot of potential, and I know you were put into the supervisor role in the heat of COVID without support. Your 20 years of work in this department means a lot. So I’ve arranged for you to work with a coach to help you. I believe in you. Five years from now you could be getting manager of the year.”
John knew Janet was hardworking and dedicated to the mission. She wanted to be a good leader - empathetic, providing a clear vision and work plan, and positively holding people accountable. While Janet had never had a coach before, John thought it would be the best way to support her continuing development as a leader.
Janet jumped into the coaching with honest self-reflection. She partnered with her coach and started to understand her assumptions and what it would mean to be the leader she wanted to be. Instead of being “thin-skinned” around criticism, she began exploring what the right thickness of skin would be like - and how she could practice giving and getting more direct feedback. She and her coach role-played potentially challenging interactions, and brainstormed how to get everyone on the same page with up-front expectations. They celebrated together when Janet handed off some of her routine responsibilities and stepped up into a more strategic role.
John was thrilled with the shifts he saw in Janet’s leadership. Before she was on-edge, worried about disappointing people and having them not like her, and avoided potential conflict. After coaching, she became more relaxed and confident and took a partnership approach with her employees. She successfully delegates. She’s proactive with team building, and gets to shared goals and standards. If she continues to improve, she’ll be a great candidate for manager of the year!
