Are You Coaching Up or Out?

Every leader has a Katherine. She's the team member who swims out of her lane, not to impress, but to engage in work that isn't hers to do.

She's the one who showcases a diverse skill set yet disregards her actual job responsibilities. Katherine leaves you, the leader, grappling with a tough decision: Do you harness her potential and coach her up, or do you guide her towards a transition out of the organization?

Welcome to the complex world of "Coaching Up or Out," a critical leadership skill that navigates the delicate balance between fostering growth and managing transitions.

This blog post was inspired by Lucy's real-life experience leading Katherine. Through Lucy's story, we'll explore the concept of "Coaching Up or Out," its implications, and its importance in creating a dynamic, successful workplace.

What are Coaching Up and Coaching Out?

Coaching Up identifies employee potential and helps them advance within the organization beyond their current role. The aim is to harness their unique skills and foster growth.

Coaching Out is not about firing or pushing someone out. It helps identify when an employee is not suitable or has no more chances to advance in the current organization.

Keep in mind, 'organization' in this context can mean a team, division, or group within a company. An employee might transition to a different area within the same company before considering a complete departure.

The goal is to make decisions that benefit both the employee and the organization through difficult but necessary conversations. It's an amicable process that can involve finding a suitable replacement and helping the employee find a new job that better suits their skills and aspirations.

Winning or losing isn't the focus of this strategy. This strategy demands empathy, clear communication, and decisive action from leaders. And as we'll see through Lucy's experiences with Katherine, it's a strategy that can transform teams and organizations.

Signs of Coaching Up

Let's now focus on identifying the signs of Coaching Up: 

1. Verbalized Interest: Sometimes, it's as simple as an employee saying they're ready for more. A clear sign for coaching is asking for more responsibilities or a higher role. It shows initiative, ambition, and a desire to grow.

2. Outgrowing Current Role: You know that team member who's always going above and beyond? The one who's not just meeting expectations but smashing them! They're displaying a flashing sign that they're coachable.

3. Proactive Learning: Keep an eye out for those who are always learning, always growing. By enrolling in professional courses, earning industry certifications, or self-studying, they show their readiness for new challenges. They are ideal coaching candidates.

4. Leadership Potential: Some people just have a knack for leadership. They are the motivators, problem-solvers, and decision-makers. Volunteering for extra responsibility or leading team projects means they may be ready for a larger role.

5. Positive Impact on the Team: Pay attention to the people who lift your team higher. Those who uplift morale, boost productivity, or ignite creativity. Positive impact indicates larger role potential.

Identifying these signs is step one in Coaching Up. When you notice these signs, support and guide your employees to reach their full potential and advance in the organization.

Signs of Coaching Out

Now that we've inspected the signs of Coaching Up, let's switch gears a bit. It's time to flip the other side of the coin and examine the signs that might show it's time for Coaching Out.

1. Misalignment with Role: Poor performance may indicate being in the wrong role. It's not about pointing fingers or blaming; it's about recognizing that they might be better suited to a different role or organization.

2. Lack of Engagement: We've all seen it—the employee who seems disinterested, disengaged, or just plain unhappy. Oh yeah, just like Katherine. If an employee shows a lack of enthusiasm or commitment to their work, it might be time to have a conversation about whether they're in the right place.

3. Negative Impact on the Team: If an employee's behavior or performance is negatively affecting the team's morale, productivity, or work environment, it could be a sign that it's time for coaching out. Remember, it's not just about one person: it's about the health of the whole team.

4. Resistance to Feedback or Change: If an employee consistently resists feedback or is unwilling to adapt to changes, it might be a sign that they're not a good fit for the organization. Adaptability and a desire to learn and grow are critical in our fast-paced world.

5. Need for Constant Approval or Oversight: An employee needing constant approval or oversight implies poor performance. This not only impacts their productivity but can also drain your leadership energy.

6. Better Opportunities Elsewhere: Sometimes, an employee might have skills or aspirations that simply can't be fulfilled within your organization. If they're feeling stuck or unfulfilled, it might be in their best interest to seek opportunities elsewhere.

Remember, "Coaching Out" isn't about giving up on an employee. It's about recognizing when an employee and an organization aren't the right fit for each other. It's a challenging part of leadership, indeed.

Now you can be ready for when it occurs!

Don't Beat Yourself Up

For many, Coaching Out can be a bitter pill to swallow—it's difficult to acknowledge a hiring mistake. But the hiring process is not always to blame, nor is the employee.

Although you may have played a part in hiring the person, and sure, the employee created some heartburn for you, there are some other dynamics at play, too.

The focus shouldn't be on assigning fault. It's not uncommon for job responsibilities to change unexpectedly to the surprise of both the employee and the employer.

The issue isn't a hiring mistake, but a change in the demands of the position. A 'Coaching Out' approach may be necessary for when this dynamic happens.

How's Is This Different from My Day-To-Day Job Coaching?

Traditional coaching focuses on excelling in the current role with preparation for future roles in the organization. This prioritizes skill development, performance improvement, and career progression. Assuming the employee is a good fit, they can grow and advance with support.

"Coaching Up or Out," acknowledges that not every employee will or should follow a linear career path within the same organization. It acknowledges that an employee may need to move on from their role.

In such cases, "Coaching Up" involves helping the employee transition to a higher role within the organization, while "Coaching Out" involves supporting the employee in finding opportunities outside the team, department, or the company altogether.

While both approaches involve coaching and support from leaders, "Coaching Up or Out" requires a higher level of discernment and decision-making. It's not just about helping an employee grow, but also about recognizing when it's time for them to move on. Balancing the needs of the employee with the needs of the organization and making tough decisions will serve the best interests of both.

5-Point Strategies for Coaching Up or Out:

Now that we've explored the signs of Coaching Up and Coaching Out, let's shift our focus to action. How do we effectively navigate these situations?

Here are five key strategies to guide you through the process of Coaching Up or Out:

1. Open and Honest Communication: Whether you're coaching up or out, have open discussions about performance, expectations, and career goals. This not only helps to clarify the situation but also builds trust and respect.

2. Practice Empathy: Remember, coaching up or out can be an emotional process for the employee involved. Practice empathy, try to understand their perspective, and show them you're deciding with their best interests in mind.

3. Provide Constructive Feedback: When coaching up, provide specific feedback. I must emphasize specific feedback that helps employees understand how they can improve and grow within their role. When coaching out, use the same specific feedback to help them understand why a change might be necessary and how they can find success elsewhere.

4. Offer Support and Resources: For those you're coaching up, provide the resources and support they need to develop their skills and take on new challenges. This may mean setting up informational interviews or sending job descriptions. For those you're coaching out, offer help in finding new opportunities, whether that's within a different department of your organization or outside of it.

5. Set Clear Expectations: Whether you're coaching an employee up into a new role or coaching them out of their current one, it's important to set clear expectations. They’re still working for you, after all! This helps the employee understand what's required of them in this transition period.

What Happened to Lucy?

Lucy had a candid talk with Katherine after recognizing the signs and considering her options. They talked about Katherine’s job, how she's doing, and her goals. Katherine admitted taking on tasks outside her job description to find more engaging work.

Lucy empathizes with Katherine’s situation. She advises Katherine to look for other opportunities where she can make better use of her diverse skills and interests. Lucy offers to provide support and resources to help Katherine transition into a new role, whether that's within a different department of their organization or outside of it.

Katherine appreciates Lucy's honesty and support. She agrees it might be time for a change and explores new opportunities. With Lucy's help, Katherine eventually finds a new role that aligns better with her skills and aspirations.

In the end, both Lucy and Katherine learn valuable lessons from their experience. Lucy learns the importance of recognizing when an employee is not the right fit for their role and the value of "Coaching Out" as a leadership strategy. Katherine learns the importance of aligning her job with her skills and interests, and she appreciates Lucy's support during her transition.

This outcome underscores the potential benefits of "Coaching Up or Out." It's not always a straightforward process, but when handled with empathy and clear communication, it can lead to positive outcomes for both the employee and the organization.