Coachee totally screwed up a client interview. Showed up late and flat out told client they weren’t interested. Monthly I get some communication from another person in mgmt about coachee’s antics. 🙄

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So? Everyone starts out somewhere. What have you done to help them? If it’s a monthly occurrence somethings not working.

Instead of venting, maybe seek guidance. The way you’re coming across, I’m not sure you should have a coachee.

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SM1 - I didn’t see much guidance from you here either. Perhaps you should have provided some tips to OP or not said anything. You really didn’t add much value

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OP, I’m with you, not SM1. If this is a regular issue, the person needs a conversation from a partner. As a coach, your job isn’t to mold someone into an acceptable professional. There’s a baseline that’s required, and with what you’ve said about the coachee, it sounds like someone dropped the ball during interviews...

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They*

This frustrates me because it speaks volumes to a poor culture. Why has no one in management or at the staff level taken them under their wing? If it’s really not the right fit, why are you (collectively) wasting each other’s time?
I can only hope that everyone who mentions something to you has taken the time to sit down with this individual and provide constructive feedback. If not, that’s really sad and pathetic.

If they bombed a client interview, that’s on the engagement team. When I don’t know how someone will perform in front of a client (or if they need a little more TLC than others), I’m always close by, coach them beforehand, and give them an easy going, intelligent client who was in PA previously.

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SM1 Let me say that every communication I’ve had with anyone about my coachee goes the same way. Start out with the event that prompted the communication, air frustration because they’ve tried communicating directly with my coachee and then the rest of time (majority of the conversation) revolves around what WE can do. Everyone on both sides agrees potential is there, it’s just not being lived up to. Kind of like a high school kid who is smart but gets bad grades because they are not trying on purpose.

In that sense, I’ll say that the firm has been one of the few workplaces that I’ve seen and experienced where collectively, management wants to help people develop. Sure you have a few bad apples, who doesn’t, but you’d have a hard time finding ruthless folks

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As much as a ‘thing’ it may be, this kind of habitual occurrence might benefit from an HR consult. It can also be a little CYA for you that as a coach you’ve done everything you know of to help your coachee grow but they need more than you can provide alone at this moment. It might also be that the two of you aren’t compatible in style so they may benefit from being assigned to someone else.

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@OP - Read this thread. Sounds like you’ve done all that you can within your role and beyond. Also agree that it’s time to huddle with the mgmt and involve HR. Why waste time on someone who is willfully ( that’s what this sounds like) ignoring all advice and guidance. Sometimes the only way for someone to actually learn is when there’s actual consequences that they suffer. You’ve done nothing but talked/advised so they don’t understand the importance and gravity of their actions. There’s no personal consequences that they care about. Build a file. Any idea what this kid cares about? 🧐🤔Actually, not sure what other viable actions are available...Probably only some performance probation period would work.... Or maybe you can bounce this problem child to another group or another city? Also, why are you helping to pawn off a client and risk them messing up the relationship? If they can do damage with just interviews, can’t imagine after getting hired. This is the quality coming from your firm!

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Just let them go

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SM1 I’m with you in saying that everyone starts somewhere. I know I’ve made my fair share of mistakes and looking back, I can’t even begin to count the number of times I thought I knew better but in reality, I didn’t know jack. And I also believe in providing guidance because I also know that for every handful of people that kicked the can down the road, one person every step of the way didn’t and that is how I’m where I am. So I’ve had conversations with my coachee. I’ve tried the compassionate tone, I’ve tried the stern tone, I’ve tried it all. And it helps...for a little while. Their next offense won’t be what we just talked about, it will be something we talked about two months ago. Like with this client interview, I’ll tell them that if they weren’t interested, they shouldn’t have agreed to the interview. Better to say no up front than to make the firm look bad with a client. So, they will say no for the next couple of months and meanwhile we’ll address something else. Then, sometime in the fall, I’ll get word that another client interview was shot in similar fashion.

Like M1 said, someone higher up needs to have a conversation. I have seen many folks in my career who don’t respond well to coach advice because the thought is that the coach has to stick up for them no matter what, so listen or don’t listen, either way, your coach protects you. And I will advocate for my coachee, where ever I can. But there’s only so much advocating you can do some times

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Ok - Guess this must be audit since I’m not quite following.

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As a coach, it’s your responsibility to coach them. It seems like you have but that they aren’t listening. The coachee is making the firm look bad (and, more personally, the person who sent the coachee to the client. Didn’t that person ask the coachee first if he/she was interested?)

Time for a switch to a different coach/team, and HR discussion, or let them go.

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Improvement, not incentive?

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Has this associate expressed to you or their team that they are not interested? I’m curious if they are purposefully trying to get kicked off the engagement...


To be frank, it sounds like this associate needs to find something that is not client facing. It’s common sense not to tell the client that you don’t like the industry / client / engagement Give them the benefit of the doubt once, but since it’s not been corrected it’s time to go down another path. You cannot teach common sense.

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Hope the coachee is not on FB. Yikes.

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GT: thank you for the additional background and clarification.
Totally agree that someone higher up should (and frankly should have been from the start) be talking to them, preferably on the engagement teams; it shouldn’t always be on you.

If that’s not happening, I’m really sorry that it’s being placed in your lap. That’s not fair to you.

How can an associate tell client that firm is not interested in the client? How is that even possible? Or is it the client telling associate that client is not interested but associate didn’t listen?

No matter how much potential is in this associate, I doubt you can’t easily find an upgrade. This associate requires too much babysitting! A coach does NOT mean mommy and daddy. So TA1 says this troubled kid acting out. There are mature ways to handle so why should this behavior be tolerated or rewarded? Also if associate can’t control this, he/she is a liability.

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