Manager Coaching

Managers may be reluctant to conduct a coaching conversation due to lack of specifics on what and how to coach each direct report. They might cite "lack of time" as the reason for infrequent coaching.

With a data-driven list of skill gaps in the SDLE, managers have more confidence and are more willing to support employees regularly. The SDLE prevents them from spending time coaching the wrong things.

Today employees want more frequent touches and more specifics. Without the SDLE, this could feel like a daunting task. The more a manager talks to employees regularly about their development the more likely they are to stay.

The SDLE enables the manager to conduct frequent 1-on-1s in a structured manner, leveraging employee input that continually drives toward shared goals.

Managers cite emotion as a barrier to frequent coaching. If a manager tries to coach on areas where the employee feels they have no gap, it could create dissension.

The SDLE makes it easy to discuss perceptual differences, converting emotional conversations into data-driven conversations about what behaviors they should perform. So the manager can say, "Give me an example of something you've done that demonstrates this particular level of proficiency" to level set expectations.

It creates a great opportunity to promote a coaching dialogue and rhythm within the context of development ... the right type of dialogue for our “leaders of people” ... low to no subjectivity and a more purposeful and prescriptive development plan”

– VP Sales Force Effectiveness