Build an Effective Framework for Equitable Performance Coaching
Two women happily collaborating in an office.
Managers generally receive very little training in how to manage their teams. Most in-house manager training processes will walk you through some of the administrative obligations, but rarely do they cover topics that will help a new manager take their next steps into the role independently and confidently. Eventually, when the new manager is left alone and in a 1-1 with their report, they’re often left feeling unprepared and under pressure.
3 Part Workforce Management Equitable Coaching Framework
As a new manager, I found myself concerned about how to have corrective coaching dialog, how to build a business case for termination, and how to do it while keeping equity front and center. Since my own onboarding experience, I’ve pieced together a framework to navigate these questions - one that I wish someone had shared with me a long time ago and references Diversity, Equity, and Inclusion (DEI) practices and goals. I call this framework “Want to, Need to, Have to”, or alternatively, the 3 C’s (Collaboration, Curiosity, Correction). This is a formalized escalating protocol with a compassionate foundation of accommodation and support.
Many, perhaps even the vast majority, of performance issues are solved with a gentle nudge. When that happens, this protocol is unnecessary. But inevitably there comes a time in every manager’s experience when a nudge, no matter how gentle, doesn’t fix the problem. That’s when it’s time to start this process.
Management Communication
Want to: The first phase of the protocol is invoked when it's clear that some coaching needs to occur and a gentle nudge or two hasn't proved very helpful. This is a collaborative conversation and leadership strategy in which the manager assumes good intent and assumes that the employee wants to do better. It’s also a consent-based conversation, opening with an invitation: "I've noticed something, and I'd like to offer you some feedback. Are you open to having a conversation?" (Very few people will decline that invitation, but if they do, proceed straight to step 2: 'Need to') Engage from a place of collaboration. When working through this phase in the past, I've said things such as, "I've observed behaviors X and Y that have impacted the team by [result Z]. I'm concerned that I haven't communicated my expectations well, so I'd like to remedy that. Here are the behaviors I WANT TO see [.....]. Does that seem clear to you?”. When it’s clear that you have a shared understanding (and if you don’t, keep at it until you do), it’s important to ensure that your report knows they have your support in making the requested change. You can make this clear by asking, “Do these expectations seem reasonable? Do you foresee any support or accommodation you might need to meet them? Do you believe yourself capable of this?" Asking about accommodations (and finding ways to meet them) is an important part of how this protocol is kept equitable. This might require you, as a manager, to reinterpret your expectations in a way that accomplishes your goals but is still supportive of your employee’s particular strengths and challenges. When the conversation is over and you’ve ended the meeting, take some notes in your journal about the conversation you just had. These records may be important later. In my experience, expressing my expectations and my support in this way has fixed about 90% of the performance problems I've encountered. If, after some time has passed, it seems like the report hasn't sufficiently improved, it's time to move on to...
Need to: This phase is invoked when you have clearly communicated what you *want* to see, but haven't seen it. This is still a friendly conversation, rooted in curiosity, but the tone should communicate a slightly escalated sense of urgency. The discussion largely revolves around two questions: Were my expectations clear? And what is the difficulty for you in meeting them? One template of an opening line for conversation might go like this, "I'd like to revisit our earlier conversation. In that conversation I communicated to you that I wanted to see behaviors X, Y, and Z, but I'm still seeing A, B, and C. I'm concerned that you don't have the proper support. Are there accommodations you require? Is there something happening outside of work that's keeping you from being your best? Or maybe something AT work? I want to help you succeed and will do everything I can to support you, but I NEED you to fix this. Let's revisit this in X days and check in. In the meantime, please let me know if I can help." Again, it is important to communicate a strong tone of support mixed with a sense of urgency. Ask the employee to repeat your expectations back to you to ensure a shared understanding. Again, a journal entry for your records is always a great tool for support and future reference. Getting this far will address 99% of your performance problems. But if they still haven't fixed it within the allotted time frame...
Have to: If you haven’t yet involved your HR rep, it’s time to reach out to them and fill them in on what’s going on. Share your notes and work with them to draft a formal Performance Improvement Plan (PIP) for the employee. When engaging with the employee, it’s important to keep your own emotions in check. You will be feeling frustrated and flustered, you might even be afraid of the conversation you’re about to have - and that’s valid. But it’s critical you set that aside. Talk with the employee, but keep it focused on behaviors and results. This isn’t about them failing, and they aren’t ‘in trouble’. It may very well be that they are a poor match for the role or the company, but this isn’t a time for scolding. This is a time for correction. "We've talked about this a few times now and I’ve been very clear about what the expectations are. Before we proceed, could you repeat back your understanding of our last conversation?" Confirm alignment. "Ok, so now that we're aligned on the problem, here's what I HAVE TO see from you [...]. I've laid this all out in a PIP, here's a copy of it for you. I want to be very clear that I MUST see improvement here if you wish to continue working on this team. Are you clear on my expectations? Do you see anything preventing you from fulfilling those expectations? Can I help you to resolve those blockers?" Again, document the conversation with a journal entry. Very few people satisfy the terms of their PIP, and this usually results in termination. But by following these steps, and documenting them, you've built the business case for that termination while at the same time, giving the employee many chances, empathy, and patience to turn things around.
Why an Accountable Leadership Strategy Works
As a manager who’s deeply invested in maintaining a foundation of diversity, equity and inclusion in my teams, this is my approach to dealing with performance issues. It's rare that I need to invoke this protocol( and even more rare that I have to go past “Want to”) but by having the protocol in place, and better yet, codified and written down, I give myself and my report the needed accountability, structure, and expectations to: a.) allow them to succeed if they wish and they are capable and b.) cleanly terminate them if they don't. Keeping the focus of every conversation on expectations, behaviors, and accommodations allows this to remain an equitable and inclusive process.
More on Workforce Management
This blog was written by Rise’s LGBTQIA+ in the Workplace Advisor Daelynn Moyer. The Rise Journey offers workforce management services in the form of experiential learning and HR and DEI solutions. Please reach out if you are interested in learning more about how Rise can support your organization.
