No Bull Business Blog

Coaching employees: Why e-mail doesn't work

Excerpted from the Executive Report: Coaching Skills for Managers and Supervisors  

Researchers at Vanderbilt and Rice Universities set up identical tense coaching scenarios in which one pair communicated over the phone and face-to-face, while the other pair used only e-mail.

Results of the experiment:

• The phone/face-to-face pair managed to resolve their differences, but
• The e-mail-only pair more often ended up with insults, anger and breakdowns in communication.
  

Besides the obvious differences in communication methods, researchers noted one factor that's the main contributor to breakdowns when subjects use e-mail. It's something called a "lack of cotemporality."

Simply put, that means neither side heard (or read) the communication at the moment it was produced. Turns out, that's important in coaching - and it's often lacking in e-mail communication, since people read e-mails some time after they're written.

The lesson: Face-to-face, when possible, is usually the better approach. 

DIGGING DEEPER
Coaching employees to be more effective, productive and motivated is challenging for even the most experienced managers, but it can be done. For help, read the Executive Report: Coaching Skills for Managers and Supervisors

Hold employees to expectations

Excerpted from the Executive Report: 6 Dumb Ways to Kill Employee Morale - And What You Can Do to Fix It

Most people want to do well on the job, regardless of their intrinsic nature and their different behavioral traits. People rarely go into a job with ideas of failing and/or sabotaging the works. As long as they know clearly what's expected of them, they'll try hard to meet those expectations.

Setting clear expectations as to what's expected within a certain timeframe also helps a manager reach a decision quickly to fire when it's not working. One of the worst things an organization can do is to continue to write a paycheck to somebody who everybody else in the organization already knows should not be working there. Whatever managers can do to shorten that decision cycle will be a positive step, for the organization as a whole and for the morale and the productivity of all remaining employees.

Holding on to a bad hire too long is one of the most common dumb mistakes companies and their managers do to kill productivity and morale. It's almost always better to bite the bullet and get through a difficult transition period with the help of all concerned than to leave the underperformer in place until a replacement can be found. The greatest tool managers need to make those decisions quickly is the yardstick of clear expectations by defined time frames.

DIGGING DEEPER
The last thing a good employee wants to do is work next to a bad employee. Taking action early is good management. For help, read the Executive Report: 6 Dumb Ways to Kill Employee Morale - And What You Can Do to Fix It