Dear Yogesh,

I am the South Asia sales head of a leading SaaS-based company in Mumbai. As you know, we all (in some ways) are striving hard to navigate the storm of challenges thrown at us in the form of the global pandemic and economic crisis. While I need maximum support and output from my sales champions, I am worried about one of my top-performing sales professionals, who has been falling way short of his goals. Let’s call him Mr. S. I have known S for more than 8 years and in the initial years of his sales performance, he over-achieved all his sales targets by almost double. About 18 months ago, his manager re-aligned his goals with his acceptance of the same, yet none of the goals are achieved. He is focusing on the customers outside the regional mandate and investing time in strategic partnerships that are not at all useful to the organization. There are other problems too.

While I still believe in his potential, I am glad that the company stakeholders and other executives also believe the same. We are thinking to get him a coach, however, having not-so-useful coaching investment benefits in the past, I am skeptical if coaching really does help. How can I be sure of it? Please advise.

Warm Regards

Ashutosh Singh

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Dear Ashutosh,

I am glad that you shared your problem and are also positive about investing in your people. We have more than 20 years of experience in coaching people (in form of teams and individuals). Though our business is designed to provide large-scale coaching solutions, we also deal in personal and one-to-one coaching of professionals and customize the program basis the problem area and what needs to be fixed. We also call it ‘Problem child’ coaching which is generally kicked off with assessments in the first place. These certainly work; however, these require substantial investments too. I don’t intend to offend you, but why don’t you try a little coaching yourself and see if you can make a needed impact? This will not just save you money, but also help you avoid the chances of insult by forcing a coach on Mr. S.

Ask yourself:

• What has been my role in the situation? Is there anything that I could have done differently?
• How did I let procrastinate for so long? What stopped me from having a dialogue directly with my teams?
• Are there any other areas where I might be replicating this right now?
• What is it that S is dealing with right now? What changed him? Is it external or internal? Or is there any personal issue that he is unable to deal with?
• Why did he lose his motivation? If so, what’s the source of it?
• Is there a problem with his new boss? Is he facing too much micromanagement or is it the new CRM that is being asked to work upon?
• Am I really willing to have this conversation with S? Am I too straightforward? Or should I just allow him to speak while I just listen to him with care?

In any situation, working yourself like a coach will not be a waste of time or effort.

Now, let’s get back to S and see why coaching, seemingly a simple solution, is not so simple.

Lack of Clarity

Mostly, when we deal in one-on-one coaching, companies ask us to give clients consolidated feedback (in your case it’s S) that they might have never heard before. They (managers or organizational leaders who hire us), often think that their requests and feedback are conveyed and sorted out, however it might be different on the other side; your requests might change into suggestions, observations might sound like inputs, and so on. The only way to bring about real results is to give crystal-clear feedback. Be clear about what S is doing or not doing, what are your expectations from him, what’s acceptable or what’s not acceptable and give examples for your statements. Once you both get on common ground, let S repeat and document it all.

Lack of Measurement

Most of the people leaders or managers around the world are unaware of measurable results. They often say that they “I will know success when they see it”. The performance of your employees can be seen as black and white through the do’s and don’t you tell them. For example, have a list of things that you would want them to do every time they do a particular task and a list of what they should never do. It will help you bring substance to the task at hand.

Lack of Consequences

Change is inevitable and hard. As per the neuroscience of goal achievement, we take action only when we know something is going to be painful or will have consequences if not done. This is the time you hold people accountable in case of not achieve their goals. So yes, if you think I am saying to terminate or demote S, you’re right, I mean this only. People need to understand the rationale behind the change, and here, you need to stick to the consequence you set for them.

You might have me till now! Did I mention that this is not going to be simple? Oh, yes, I did.

Changing Perception is hard

People very easily make opinions about the ones who annoy them. Changing the perceptions of stakeholders, and colleagues is not going to be easy for S. He will have to keep asking for constant feedback along with addressing his old behaviors. He will have to involve others in his quest to improve and trust me, this requires a lot, of courage. He may or may not have it.

Sometimes it’s the will or the ability to change

There can be many reasons for S not performing. From the willingness to ability or any external factor like a personal problem, it can be anything. Don’t waste your time in speculations, find out the truth and act accordingly. You will eventually know when you are being yessed for an answer or if it is a genuine case.

Sometimes it’s a fit

There can be a chance that S is in a completely different role than he might perform better in. It can be because of the changes in the environment around, a professional reason, or a personal one. Find out and be prepared for any kind of possibility. In certain cases, leaving an organization has proven to be the best possible solution. I wish you luck in this case.

Don’t try to fix it, try to give him safety that you have his career and success at heart, and no matter whatever be the outcome of your coaching, it will be in the best interest of S. You may have to start with and then continue with multiple heart-to-heart discussions with him.

Good luck—this is going to be a tough one.

Best,

Yogesh Sood

This blog is an adaptation of a recent blog written by Madeleine Homan Blanchard on 3rd May - https://resources.kenblanchard.com/blanchard-leaderchat/star-performer-not-performing-ask-madeleine

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