The Coaching Manager: Part 10 - Setting Direct Report Goals

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​In business delivering the wrong product, or solution is little better than doing nothing.  The same holds true in the coaching manager and client (direct report) work.  Said another way, driving toward goals that are invalid are little better than not engaging in the coaching process at all.  So then the key question becomes “what makes for valid goals in the coaching manager and direct report relationship?”  In general, valid client goals should improve either the direct report, the department or team, or products and services.  Below are things to consider when making the determination if the client (direct report) goal is a valid one.               

• Client initiated: The burden should be on the client to bring forward goals.  The coaching manager’s responsibility is to ask the right questions to ensure the goal is an appropriate one – one that aims to bring value to the client, the team, products, or services.  When a goal comes from the client, it will be one the client cares about.
• Passion: Is the goal something that the client (direct report) is passionate about?  I recently wrote a book on Business Change Management (“Change Management Guide” see Amazon.com).  I wrote the book because it was something I was passionate about.  In this case it was about having processes in place to manage business change, while at the same time empowering people.
• Realistic: Is the goal achievable?  It does not need to be easy, or simple, but goals need to be realistic; achievable.  When goals are set unrealistically the client and the process suffer – adding to frustration, and loss of faith in the process.
• Consistent with Mission: The coaching manager and client relationship exist within the confines of the company, or organization.  Client goals need to align with the stated mission of the organization, department, or team.  The coaching manager provides a reality check, and provides value by understanding the mission of the company, and the department.
• Supportable: If the goal involves others, the Client and Coaching manager need to ask the question “Is the Goal supportable?”  Said another way, what is the likelihood of buy-in from others that are key to delivery?  If the client cannot get the support needed, what is their work-around or fall back?
• Timely: Is the goal timely? When I was working for a large regional bank, after September 11, 2001, work around disaster recovery and business continuity planning took on high visibility.  Goals around improving bank security, and improvement in disaster recovery processes became timely.  In setting Direct Report goals are the goals tied to efforts that the organization, or team want to address in the coming months, or the current year.  If so, the client goal passes the test of timeliness.
• Value: Will the goal being discussed give value to the Client’s (Direct Report’s) development, advance the mission of the organization, department, or team.  The litmus test is to consider if the goal will result in improvement to the client, the team, or the organization as a whole.

The key things to consider when setting, and agreeing on Direct Report goals are if they deliver improvement to the client (direct report), or the organization, the company, or the work teams.  To consider aggressive, or challenging goals should not be discouraged – but as a reality check they need to be achievable.  Goals that are timely with circumstances, and company or team missions are encouraged.  Burden for drafting of goals should fall on the shoulders of the Direct Report (Client), as those initiated by the Direct Report tend to be ones they care about.  It is important to note that in private coaching the focus is always on Client goals; in contrast the direct report goals, within the coaching manager and direct report relationship, should drive forward the work team, the organization, and the company, as well as the client, the Direct Report.  When putting effort into delivery of goals, don’t make the mistake of driving to goals that are not valid for the team, the organization, the company, or the direct report.