How much coaching should you do with your employees?

Anonymous

September 29,2021 at 2:11PM UTC

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How much coaching should you do with your employees?

I'm a director of a team in biotech. I have my PhD and love leading teams, mentoring, coaching and helping individuals in their professional growth and career development aside from my management and technical duties. I have an employee who I inherited as I took on this role who is good at getting things done but misses the big picture of what she is working on. She is a PhD with a couple of years of experience but I'm not seeing the technical depth or rigor I would expect from a PhD. In contrast I have a more Junior employee with a BS who is displaying more depth and rigor as my PhD employee. My boss who was her previous manager has suggested to have her think about going into a less technical role. When I spoke with my employee about what she wants to do she is dead set on being technical and leading a team. She sees coachable but I'm finding I'm spending a lot of time reiterating the technical impact and the point of what she is doing and what we are trying to accomplish. And I think these two things are needed for her to progress technically. So back to my question, how much coaching should I be spending on my employee when I have other responsibilities as well?

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Orlagh CostelloSeptember 29,2021 at 3:15PM UTC
It comes down to how much time this employee is worth? Have you seen signs they're willing to change? Or are they stuck in their own way of doing things? I never mind spending time with people who are showing willing and demonstrating they can and will make changes. But if I've spent 4-5 hrs with someone and they're making no changes at all with themselves - I'll step back and limit the interaction to the usual performance management meetings.
AnonymousSeptember 29,2021 at 4:57PM UTC
If the coaching is burdensome or negatively impacting your work then I would think that additional training should be handled by others in the group. Perhaps the other Junior team member could spend some time unless she would take offense because of her higher degree.
Julie BatesSeptember 29,2021 at 5:17PM UTC
I would make it clear that these items will affect her potential for career growth in her desired focus area. Sometimes coaching just seems like friendly advice unless there's an impact tied to it. I'd also give some very specific examples of what the right behavior looks like. She might not know how to do things differently. I use the phrase 'if I was watching a movie of you, this is what you would be doing/saying' to help make it concrete.
Rene LetendreSeptember 29,2021 at 6:26PM UTC
I'd say the amount of time you spend coaching should be pretty equally divided among everyone you are responsible for coaching. I assume that is part of your role as a director. I would not spend extra time with someone who does not seem to be catching on, but rather I would pivot the focus to be more applicable to what they are capable of accomplishing. Everyone has strengths and weaknesses-tailor the focus to grow their strengths and AND grow in an area of weakness--solicit their feedback on what they feel are strengths and weaknesses, and see what they want to focus on.
We don't always get to choose who is on our team (inherited employee); a good leader will be able to coach someone, or find a mentor (or director) who is a better fit for the individual.