Coaching cases · Anonymized actual case · Feedback & growth
A place to begin
A leader explored the wish to protect relationships while repeated missed deadlines were creating an uneven burden across the team.
IT and SaaS services · team manager · recurring performance gaps and workload imbalance
The starting situation
The manager was known for execution and responsibility, yet found a colleague’s recurring performance gap difficult to address. Deadlines slipped, stronger performers absorbed more work and concerns about fairness grew. The leader felt the issue had been discussed repeatedly, but the colleague’s understanding of expectations remained unclear.
What coaching explored
Coaching explored concern about causing hurt, damaging the relationship or appearing unkind. The manager considered how associating firmness with aggression influenced what was said and what was softened.
Specific conversations helped examine whether making a message comfortable had also made it difficult to understand. The inquiry moved toward a conversation that could respect the person while naming the expectation, even if some discomfort remained.
Practices the leader tried
The leader clarified role expectations and prepared feedback grounded in observable facts. Describing behavior and impact was connected with support for improvement and a time to revisit progress.
Noticing emotional reactions and pausing also became part of preparing for the conversation. The emphasis shifted from an indefinite request to do better toward a clearer discussion of what needed to change and what help the leader would provide.
Changes reflected on in the account
The account describes more specific feedback and next steps, alongside less avoidance of difficult conversations. Clarifying roles and expectations also changed conversations about fairness across the team. The leader reflected on clarity as one way to respect both the individual and colleagues carrying additional work.
A question for HR
HR can consider the expectation, skills, working conditions and support offered without reducing a person to a performance label. What burden has shifted to others? Developmental coaching and formal performance processes have different purposes and responsibilities, which can be made explicit as they connect.
Questions about this topic
What challenge did this leader bring?
A leader explored the wish to protect relationships while repeated missed deadlines were creating an uneven burden across the team.
What practices did the leader explore?
The leader clarified role expectations and prepared feedback grounded in observable facts. Describing behavior and impact was connected with support for improvement and a time to revisit progress.