An employee recently transferred to your Department from anotherarea within the organization. While you strongly encourage yourstaff to reach out to you with any questions at any time, thisparticular employee never contacts you. As a matter of fact, if youdid not take affirmative steps to check in on the employee, you arenot sure you would ever see him. The employee is a strong performerbut it has become apparent that he routinely makes mistakes andonly seeks help after a small problem becomes a significant issue.Many of these mistakes could have arguably been avoided by takingthe time to have a quick conversation with you for help orguidance. You are familiar with this employee’s former supervisorand cannot help but wonder if the employee has been programmed withsome bad habits. Most specifically, the former supervisor wouldberate people for seeking help or asking questions. The formersupervisor expected everyone to know and do their jobs without anysupport from her. This manager did not believe her job was tosupport and mentor subordinates (she used to refer to that as“coddling†the workers). You never agreed with this managementstyle and you suspect the employee is not coming to you withquestions out of fear of reprimand.
What do you believe is the underlying problem in thisscenario?
How would you propose to address this problem?
What type of follow-up will you need to do to ensure theemployee’s behaviors are modified to meet your expectations?
If your coaching does not appear to have an impact on theemployee’s behavior, what would be your next steps?
