Co-authored by Coert Visser and Gwenda Bodien

Managing people is not always an easy thing to do. Take a look at this example:

Use the right skills in the right situation

In order to constructively achieve your goals as a manager it is important to apply the right skills at the right time. In the above example this did not happen. The manager tries to solve a problem by helping the employee. However, directing the employee is in order in the above example. Therefore, helping or coaching does not work. It seems like the manager and the subordinate are on a different wave length which causes nothing to change.

The goals continuum

The goals continuum is a model which describes which skills to apply in which circumstances. The extreme left of the continuum describes situations in which the goals of the employee are prevails. In these situations, helping (coaching) is the most suitable approach. The extreme right represent situations in which the goals of the manager prevail. Between the two extremes on this continuum are situations that require negotiation. The figure below represents the continuum.

1. Extreme left of the continuum: Helping

On the extreme left of the continuum, the goals of the employee are leading. This is the case when the manager does not feel the need to change the behavior of the employee. In these situations, the employee wants to change something and the manager is all right with these changes and goals. This can be the case for example when the employee is performing well and is looking for new work challenges. Another example is a situation in which an employee is performing well at work and asks his manager for help regarding a personal problem. In help-requiring situations, the manager can use the solution-focused approach about which we have written several articles (see here, here, here and here).  

2. Extreme right of the continuum: Directing

On the extreme right of the continuum, the goals of the manager (and the organization) prevail. The right side of the continuum describes situations in which the manager wants to change something in the behavior of the employee. This can involve two kinds of change:

1. Imposing limits / correcting: when the employee s behavior is unacceptable because it is harmful to others or to the organization, it is necessary for the manager to draw boundaries and clarify to the employee that the particular behavior has to stop and change.
2. Clarifying performance expectations: when the employee does not show the minimally required performance, and the manager has to take action to stimulate the employee to perform up to standard.

As a manager it is to be recommended you prepare your conversation with an employee properly. In your preparation you can come up with answers (preferably in writing) to the following questions:

1. What do I want the employee to do differently? What does he have to start doing or what does he have to stop doing?
2. To what end do I expect this of him? What are the advantages of what I expect him to do? To whom and from what perspective are these behaviors useful?

Also, it is useful to ponder the following questions: Do I have a mandate to direct the employee in this way? What exactly is my mandate? Do I have the authority to ask this? When it becomes clear that you can t answer these questions affirmatively maybe it is better to check this first with your manager. If you find out that you don t have the required authority you can try to enlarge your mandate by starting a discussion about the topic with your colleagues or superiors.

In the conversation itself you can provide direction in a solution-focused way by being clear and friendly at the same time. You can be both firm and inviting by using questions while you lead. A format for questions which often work well is:

How can you ensure that ...... (what you expect from the employee)

so that ...... (the advantage of the behavior you expect)

In this article you can read more about how to do this and also about how you can respond to different ways in which employees might respond to your attempt to direct them. The interesting thing about this way of directing is that an authoritative or bossy tone can almost always be avoided - making it much less likely that employees will resist your attempt to direct them. 

3. Middle part of the continuum: Negotiating

In the center of the continuum, between Helping and Directing, there is negotiating. The center of the continuum describes situations in which the manager has goals and wants to exercise some influence. But you realize it is not an all or nothing situation. You are prepared to give and take a bit with respect to the moment in which the change has to be realized and in the amount of change that has to be made. You may want to use an "if you do this, I ll do that" approach.

Preparation is also very useful when you want to negotiate. Questions that can be helpful are: What goals do you minimally want to achieve? What is your negotiating space? What do the both of you agree on?

Experiences

We have trained many managers to use the Goals Continuum. In a group of managers in a large hospital many of them were satisfied with the model because it helped them to prepare much better for difficult conversations. It also helped them to approach the conversations with employees with confidence. In another organization, we trained all management-levels in this solution-focused approach. The advantage they experience is felt both on an individual level and on a group level. They are pleased to have found a shared way of managing people which helps them to achieve their goals more easily and which the employees generally find pleasant.  

We end this article with an example on the right side of the continuum.

Steve, a manager in a factory department, had to engage in a difficult conversation with Richard, an employee who had several times shown intimidating behavior towards his colleagues. A few colleagues had already said they were afraid of him. Steve had once before said to Richard that he would not accept physically aggressive behavior. Richard had responded evasively and had said:"It is very hard for me to control my temper because I was mistreated as a child myself". This conversation between Steve and Richard did not lead to a clear understanding and agreement. Recently, there had been a new situation of Richard intimidating a co-worker and Steve wanted to talk about it with him. This time, Steve had prepared well for the conversation. He had written down what he expected of Richard and why. In the conversation he said: "Richard, you are a much appreciated person in this department because of your commitment and your readiness to help others. No wonder we would very much like to keep you around. For that, it will be necessary for you to restrain yourself at all times when you feel angry so that your colleagues can feel safe around you at all times. How can you that care of this?" After a few seconds, Richard responded like this: "I understand you ask this of me but it is very hard for me to control my anger when I feel challenged. Steve responded understandingly but firmly "I can imagine that after what you have told me recently. And given that is hard for you .... How can you still take care of it so that people will feel safe and we can keep on employing you here?" During the conversation Steve kept on coming back to the HOW-question. The conversation proceeded constructively and Richard and Steve made an agreement that Richard would at all times control himself when angry. Richard has since found a way to do this.  

Coert Visser (coert.visser@planet.nl) is a consultant, coach and trainer using a positive change approach. This approach is focused on simply helping individuals, teams and organizations to make progress in the direction of their own choice. Coert wrote many articles and a few books. More information: www.m-cc.nl/solutionfocusedchange.htm

Gwenda Schlundt Bodien (gsb.positron@planet.nl) is founder of Positron, Personnel management & Coaching. She does individual coaching, team coaching, organizational consultancy and training. Gwenda has published a lot about HRM and solution-focused practise. 

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