Coaching up, without getting fired

You don’t want to be perceived as insubordinate, nor do you want to risk your job. Yet, you have constructive feedback for your supervisors that can help them professionally as well as the organization. You don’t have to remain silent nor do you have to be manipulative. How can you approach these situations so you remain respected and not get fired?

 

Coaching in our current environment is truly 360 degrees, regardless of whether we work for a business or non-profit organization, as we seem to find ourselves providing feedback for not only those work for us as well as colleagues, but also for our bosses and leaders as well. Supervisors who are strong leaders realize they become better by listening and acting on feedback from all sources, especially from their subordinates, and that strengthens the organization as well.  In The Blame Game, Dattner and Dahl (2011) explained the best leaders invite contrary viewpoints and do not shun criticism. Feedback does not have to be accusatory and blame-based, as that contributes to making an organization dysfunctional. Put differently, your constructive feedback helps reduce supervisors’ blind spots and improves problem-solving.
 

 

Coaching is a process of discovery, not directing, so you are taking a supportive, collaborative role when you take advantage of coaching moments with your supervisors. You aren’t prescribing an answer, rather considering the issue and alternatives. In “Differentiating leader and leadership development”, Dalakoura (2009) stated this self-development is important, as it promotes continuous learning, and it's not just a matter of leaders themselves initiating development, but development is encouraged by employees, other managers and HR leaders as part of a system.

You can develop a perception that you are a reliable, trustworthy team member, as you discuss issues directly with supervisors, instead of going around them. Opening channels for speaking up can improve, rather than jeopardize, your work relationships when you have a positive approach for tackling “coaching up”.

Here are five considerations for approaching “coaching up” discussions:

1)      Remain positive: Your supervisors and you are part of a team, with the goal of strengthening the organization, not making your life tough. Keeping a positive demeanor also helps your focus on the facts instead of emotions.

2)      Empathize: Your supervisors are people as well, so putting yourself in their shoes may help you appreciate their challenges, improve the timing of your critiques, and also help you remain humble. No one knows all the answers, yet a diversity of opinions can strengthen our collective knowledge and drive improvement.

3)      Ask for their consent: This helps invite your feedback and signals how receptive they will be towards your feedback.

4)      Be authentic: You don’t want to sugarcoat the issues with excessive compliments at the start, nor do you want to unnecessarily put them on the defensive. Don’t skirt or divert the issues. The focus has to be on the issues and improvement, and you want to set an appropriate perspective on them.

5)      Contextualize it: Focus on actions, behaviors and processes, and discuss how changes could help improve meeting or exceeding objectives. Be specific and fact-based. This also helps you distinguish what is urgent and important, highlighting those issues that can be managed. Consider how your critique adds value, especially for consumers.

These points should help strengthen your relationship with your supervisors, as it develops channels for openly sharing feedback and encouraging mutual respect. No one is perfect, we all want to grow. As a supervisor myself, I can appreciate feedback that helps me improve and I try to encourage feedback on a consistent basis.

What are your thoughts and approaches to coaching up?

References:

Dalakoura, A. (2010). Differentiating leader and leadership development. The Journal of Management Development, 29(5), 432-441. doi: http://dx.doi.org/10.1108/02621711011039204

Dattner, B. & Dahl, D. (2011). The Blame Game. New York, NY: Free Press.