A supervisor has two employees who perform poorly and are resistant to change. Because he hasn’t been trained in communications or coaching, rather than dealing with the problem head on, he complains about them and just tries to avoid them. Performance doesn’t improve.
“If we’re spending all this money on training, why aren’t we seeing better results?”
Problems like this may lie with the Multi-Unit Manager–the conduit between the home office and the field. This District Manager or Area Manager is the company voice, “touching” the units and the employees actually responsible for a plan’s execution. But do they have the skills, behaviors and competencies to communicate, influence and motivate?
