A friend of mine is in sales. He sells high-end financial services products and is finding it hard going in the current market. The company’s main product has changed, making it much harder to sell and he has been given a new territory with very few of the affluent prospective clients he needs.
Whilst he’s a very experienced seller with a terrific track-record, his results and declining and his bosses are getting uptight. Knowing I have coached around such issues previously he got in contact looking for help.
I wanted to understand what would happen if things didn’t improve. My friend said, “Oh, they’ve told me in no uncertain terms that I’ll have to attend a disciplinary interview where we’ll examine ways my performance could improve; with a timetable and methods for tracking improvement.”
“And what did you say?” I asked.
“I said that sounds like it could be really helpful and could we do it now please!!”
I can see the point of a disciplinary interview for problems of willingness.By this I mean, recurring lateness, continual dubious sickness, being rude to colleagues or customers, etc.
But to discipline someone regarding their ability– struggling to use their knowledge, skills, experience and resources, seems to me to be daft.
In fairness, my friend works for a company that has grown very fast and which lacks a seasoned HR function and this could well be part of the problem, but the story also highlights a couple of crucial coaching principles:
- Telling someone to be do something does not enable them to be able to do it
- Waving sticks (or withdrawing carrots) may work a treat in motivating donkeys but it doesn’t do much for professional adults in a work situation
I’m reminded of the old saw of the company director who announced,
“Unless morale improves, sackings will continue”
What do you think?