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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