A top performer in your department, Jack Lynch, recently met with you and announced, "I'm bored out of my mind. I have learned everything possible on this project and want something different and stimulating." Jack went on to say that discussions with his manager on this subject had been unproductive. You are well aware that Jack is vital to the project's success and moving him would severely impact the project team. However, if you don't respond to his concerns, he might go to another company. Is there a way to satisfy Jack's needs as well as those of the organization?

Don't feel pressured to supply a quick fix. Reacting impulsively to Jack's request will often fix the wrong problem. Once you have listened to Jack's concerns, schedule a meeting where you can explore available options in some detail. The following coaching tips will be helpful in this meeting:

Get to the bottom of the situation: Use open-ended questions at the beginning of the meeting. Try the following, "Tell me what is going on in the project and your desire to have a new assignment." This type of question is designed to uncover problems the employee may be experiencing with his manager, internal customers or other team members. It's not uncommon to discover that the initial request is not the root of the problem. A little probing with follow-on questions can also be quite revealing. These questions will help you drill down to what is driving the employees' concern. After listening to the response to your open-ended question, ask a question such as, "Could you give me an example that describes that situation?"

The fine art of exploring options: What do you do if you conclude that Jack's original request is valid? Let's look at some options:

• Identify, with the help of his manager, positions that would help Jack grow professionally. Explore opportunities for transferring Jack at a time that is negotiated and considers the team's schedule.

• Discuss Jack's openness to a series of steps that will help him develop while remaining in his current position.

  • Consider sharing him with another department or project.

  • Discuss a mentoring relationship for Jack with an internal company expert in his area of interest.

  • Identify a part-time degree program that would help accelerate Jack's career.

When managers are faced with difficult requests from employees, it is critical to first define the specific request through open dialogue. This takes a little time and energy, but it as well worth the effort. Your reputation as a people developer will spread. Before long, the best and brightest will be lining up outside your door wanting to join your department.

TOP OF PAGE