I need some advice.
When I joined my current employer, I ‘inherited’ an employee that has certain job responsibilities she clearly isn’t qualified to handle. Specifically, she’s a department manager with supervisory responsibilities but, after discussions with her employees, others within the company that have observed her, plus my own observations, I’ve concluded that she shouldn’t be a managerr. She communicates poorly on all levels and, worse, intimidates her employees and others with regular emotional outbursts.
I have been giving her feedback and some coaching over the past few months, and there has been a little improvement, but not enough and not quickly enough. She admitted she’s not a great supervisor but blames it on the company (lack of training) or bad hires.
I’ve just completed the chapter in Peter Drucker’s “Effective Executive” that talks about the importance of building on strength rather than weakness and the epiphany for me was that there isn’t any strength to build on here. She has none of the traits that I would want or expect to see in a manager. Had I been here, I would never have recommended that she be promoted into a managerial position.
I’m at a loss as to how to proceed. Intellectually, it makes sense to use the late stage coaching model, but I seriously doubt that I'll be successful, no matter what I do. Just like some people don’t have the requisite skills to be software developers, others simply won’t be capable managers no matter how much feedback and coaching they receive.
I'm disappointed in myself for not making better progress with her. At the same time, I fear we'll soon lose good employees from within her department and, worse, much of my attention is on her rather than on other aspects of my job, including developing the strengths of my other direct reports.