A Vice President of a local high-technology company submitted the following question to Management Challenges.

I have assigned two of my managers the task of redesigning a complex process that affects both of their departments. It has been two months since the assignment was made and the managers have made little progress. There are rumors that both of these individuals are concerned with loosing control over the process. I feel compelled to inject myself into this situation and facilitate progress towards a positive outcome. What advice do you have for me?

This is a classic coaching situation faced by many executives. It addresses the two-pronged danger of smothering individuals with too much help or abandoning them to frustration and lack of progress. If you allow the status quo to continue, the project will never be finished. Ordering the managers to work things out may not substantially improve the situation. If you jump in and show the managers how to redesign the process, you will undermine their professional development and initiative.

My recommendation is that you meet with these individuals and focus on areas of agreement regarding the process. The next step is to brainstorm the benefits to be gained from the redesign. For example, "The organization will be able to respond more quickly to customer requests for technical information." Have the managers develop as many benefits as possible.

Once the managers begin to see their common interests and the benefits to be derived from the redesign, they will be more inclined to work towards an optimum solution. They are now at a point where you can give them a second deadline. Request that they break down the assignment into time-defined segments. Let the managers know that you are available for consultation, but that they will be held accountable for the finished product.

Smothering people by solving their problems or abandoning them when they are stuck, will lead to disastrous results. However, by providing coaching during these critical times you will develop people who are competent and independent.

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