During a roundtable conversation centering on developing leaders this question was posed. While this question arose during a discussion on the difficulties of communicating across generations, I think it is a sincere challenge that every organization faces on a regular basis. I was wondering what strategies you employ to avoid or minimize this reaction?
Great question, Ken. I suppose coaching wouldn't appear to be an unusual or penalizing activity if it were "baked into" the performance management structure of an organization. If the leader saw those moments of coaching (which happened regularly) as opportunities to grow and learn and steps toward advancement, it would be welcomed...not worrisome.