Coach, Don’t Micromanage: The Key to Accountability

Here’s yet another dilemma that comes up with execs, one that we also hear with the Sr. Directors/VPs who attend “Cracking the C-Suite,” the class I co-teach with Ethan Evans:

“How do you install accountability without micromanaging?”

Here’s the one-word answer: COACH.

Here’s the one-sentence answer, in case you want to stop reading now 😀: SET really HIGH EXPECTATIONS and COACH like hell.

First, how do you make TIME for coaching? Like other activities (e.g., networking, exercising, strategic thinking) that seemingly aren’t a part of your “real job,” coaching needs to be calendared. Putting coaching in the calendar takes on two flavors:

1. 1-1’s—You probably already have weekly or bi-weekly 30-minute meetings with your directs. I bet most of those meetings are for getting caught up on projects. Use some of the time to coach, not just get updates.
2. Put in 30 minutes after team meetings for more spontaneous interactions (i.e., ask one of your directs to stay back).

In either time scenario, one of your actions as a coach is to give FEEDBACK on performance. Just like with an athletics coach, the more feedback you give, the more chance there is for change.

Try asking these questions first:

1. “What worked well?” (i.e., in that sales call with the customer)
2. “What didn’t work so well?”
3. “What could you do next time?”

Important: Add your feedback AFTER you have heard from your direct. This forms the basis for a good coaching relationship: you’re asking direct questions, they’re responding, and you’re sprinkling in your POV. You are not primarily “telling”; thus you’re avoiding that “micromanaging” tag. Asking good questions and continuing to probe is easier said than done because our tendency is to go fast, and get through these meetings quickly. If you don’t want to get annoyed or be annoying, clear your distractions and be present with your directs.

Besides giving clear feedback, other times your role is more of a guide to PROBLEM-SOLVE with your directs. These situations are more intractable and often involve your skips (i.e., your direct is having a hard time with one of their directs’ performance). Note: You’re teaching your direct how to fish, not catching the fish for them!

In these cases, when you’re guiding, try asking these questions:

1. “What is the situation you’re in?” (i.e., direct isn’t prioritizing very well, and the team is falling behind)
2. Tell me more about the history (of the situation).
3. What have you tried so far (to remedy the situation)?
4. What could you try next (to solve the problem)?