Submitted by aasloan on
in
Forums
I was recently talking with a colleague from another division of my organization who shared that his manager approached him about having an "intervention" with her division director. It's become well known in our organization that the target of this intervention has grown (by his own very public admissions) apathetic about his position. The basic purpose of the intervention, as I understood it, was to bring in the divison director's supervisor (equivalent to an EVP), his directs (all managers), and some of his key skip-level employees to get him set straight and working again.
My colleague described his reaction as an odd mixture between flattered about the apparent value of his opinion and horrified that his manager would even suggest it. He wisely turned her down.
What's even more frightening than the concept of an employee being asked to call his skip on the carpet? The fact that it was the EVP's idea.
Yikes.
By Intervention you mean coaching and feedback, right? ;-)
Hey aasloan,
Hmmm? Before, HR gets thrown into the mix (assuming there is an HR dept.), has there been a ton of documentation about the behaviors and actions in the past? It is a bit horrifying to hear the term, 'intervention' be thrown around by a manager. So much can be implied that has little to do with performance management or appropriate management practices.
I would suggest beginning with the documentation your colleague has and build a conversation around it. Begin having the tough sit-downs where the sharing of perspectives comes out. Provide feedback on the behaviors that have had a negative impact on the business and the people. Direct your colleague to the MT Casts on feedback and addressing higher management. There's a lot of golden things in there much greater than my simple suggestions.
-Davis
@voxaeterno
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