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Blanchard LeaderChat

reluctantgirlDear Madeleine,

I am a fairly experienced manager. I have worked in several different companies and am nicely settled at my current job. I learned Situational Leadership® II at my last company and I have been using it with my ten direct reports.  It is working out well.  

My company has recently instituted a set of manager competencies that I will be held accountable for. I’m running into a problem with one of them—Coaching for Development. 

Here is how it is defined on our HR website:

This is actually my favorite part of the job—except with two people on my team who don’t seem to care at all about developing themselves. I have tried to encourage them but they refuse to engage in conversations about their own growth and careers. 

They are both very good at what they do. I really need them in their roles but I don’t…

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