I have a very capable direct who is really good most of the time and foot shoots just enough to jeopardize being a serious management candidate. She has been my direct for about six months and is extremely interested in a division management position expected to come open within the next year. The position is not in my division. One-on-ones have gone well. Feedback has not been as sucessful -- mostly because when she does "get it" she is not always good at applying the feedback to slightly different situations.
Here is my dilemna. Do I take the feedback model one step further and say -- BTW, your actions during X, from the perspective of upper management or someone evaluating you for a division manager could be percieved as Y. I think this approach, albeit used very selectively, could be effective since she might "get" that there are broader ramifications to some of her behaviors than just her immediate team. The individual is very motivated - but the motivation is currently being mis-applied (and, yes, I have forwarded the links to MT) This approach, however, still leaves me feeling a bit uneasy and I can't quite put my finger on it. While she is very forward in sharing her career goals with me (thank your one on ones!), the last thing I want is for a good working relationship to backfire.
When you do X, here's what happens...
Yes, take that step. It's not taking the model any further (it's right in line with the model), it's making the consequences clear. Good feedback points out consequences that matter to your direct. So (after asking if she's amenable to feedback right now) you say, "When you say 'xyz' here's what happens: the executives who will decide whether you're ready for a new role will wonder if you need more time. They will doubt that you have the tact necessary for that level of responsibility. What could you do differently?"
Feedback, and behavior change, takes time.
And take the time in O3's to strategize with her on how she's going to get where she wants to go. Coaching is appropriate if it's a skill set that she needs.
John
Thanks!
Appreciate the insight. I think part of my hesitation was that 1)I did not want to be perceived as using her information/trust against her and 2) it felt like it could be percieved as a little carrot and sticky and I will probably not have much influence over the selection of the new manager beyond a preliminary peer panel and a reference if it comes to that.
Carrots and sticks....
If you keep the conversation between the two of you, it's not "using her information/trust against her..." It's using it to help her in her career.
As for carrots and sticks... Carrots are much more powerful than sticks, if you want people to become self-motivated. By appealing to the things she wishes to achieve, then you're not manipulating her, you're helping her realize her goals.
And of course you can't promise anything. Make this explicitly clear if you'd like.
Good luck to both of you!
John