The moment is as fresh in my mind as if it happened yesterday. I had just completed the last segment in a series of management workshops for my employer. One of the participants asked if he could have a minute of my time. He began by saying how much he had learned from the workshop, but quickly went on to say that he was initially less than enthusiastic about coming to the program. He thought that the training was for people who were in trouble. "I assumed that my boss felt I was deficient as a manager and needed this program to improve my performance. Naturally, I showed up with a substantial chip on my shoulder."

What's wrong with this picture? No one took the time to explain to him the positive value of attending the program. In reality, this individual's selection was a positive affirmation of his work performance. What a pity that he had to needlessly go through so much anxiety.

Let's fast forward to the present. You may have a situation where coaching appears to be ideal for a highly respected manager. Perhaps this person has been promoted or transferred into a position with requirements that are somewhat of a stretch for him or her. You could wait and hope that, through trial and error, the person will develop these skills, or you could hire a coach to accelerate the skill development. But what if the manager in question reacts like the person in my opening story? Could you do more harm than good by recommending coaching? When faced with a situation like this, I suggest that you consider the following:

When to Use Coaching — I have been delivering executive coaching for close to a decade and believe that it works best in three situations:

1. Newly Appointed or Promoted Managers

   Numerous studies have reported failure rates for new managers between 25% and 40%. This is one area where coaching can deliver a high ROI for organizations. For more information on how this can work in your organization go to our home page www.mjcampbellassoc.com and click on my proprietary process "The Successful Transition."

2. High Potential Managers

   Customized coaching/mentoring programs can be designed to develop and retain the future leaders of your organization. Data on replacement cost for such individuals is staggering. Don't get caught having to defend why one of your best and brightest managers left to join a competitor.

3. High Performing Managers

   As we enjoy a revitalized economy, organizations are focusing on developing their top talent. Coaching is a personal, customized way of investing in this critical resource.

When Not to Use Coaching

1. When the Issue is Performance Management

   Let's assume that you have unsuccessfully spent the last twelve months attempting to turn around a manager's performance. You think to yourself, "Maybe a coach can make a difference." Before you pick up the phone, ask yourself the following question, "How much time will you give the coach to make a difference in the individual's performance?" If your answer is one or two months, coaching is not the answer. This is clearly a performance issue that requires a much different approach.

2. When Resistance is High

   When you anticipate that coaching may be met with strong resistance, consider other development options. You will not be doing any coach a favor by asking him to work with a highly resistant client. There is a story attributed to General Eisenhower. He stated that leadership is a lot like trying to move a piece of rope. You can't push the rope and expect it to move, but you can pull it along. And so it is with recommending a coach, you can't push and expect acceptance.

   When resistance is high consider these alternatives:

   1. University- based management programs with a built-in 360 survey process. This is a less threatening approach, but includes survey feedback, which can be a positive step towards motivating the manager to accept coaching in the future.

   2. Introducing the employee to a peer, in another organization, who has had a positive experience with a coach. Professional coaches will be more than happy to help you make a referral to one of their clients for this purpose.

   3. Take advantage of the "Golden Moment" - Psychologists refer to this as a time when a potential client has high readiness to begin therapy. In other words, the pain of postponing therapy overrides the reluctance to take action. While there are significant differences between coaching and psychotherapy, the "Golden Moment" applies in both situations. For example, let's assume that a highly valued manager fails to sell a new product idea in a meeting with the executive team. Up to now, he or she has been resistant to working with a coach on communication skills. This is a "Golden Moment." The probability of this individual being open to the recommendation of coaching just went up substantially.

Coaching is a very effective tool when used in the right situations. However, it should be one of several development options considered when working to improve individual and organizational effectiveness. Carefully positioned, it can bring about significant results.

Recommended Reading from Our Newsletter Archives
"Selecting an Executive Coach"
"Why 360 Feedback Alone Is Not Sufficient For Increased Performance"