Reader Q&A

Q: In a culture where management is not open to such developmental mentoring or collaboration with subordinates, how can this approach be employed? Or is that impossible?

A: The answer depends on your role. If you are a leader who understands the importance of developmental mentoring and collaboration but who works within an organization that does not, you are free to do what you want. Those outside your group will not be involved in your one-on-one coaching discussions and will not recognize how you are getting your results - just that you do so.

As a subordinate, you have three choices. You can leave the organization (rather dramatic, I would say). You can seek out leaders who are coaching their people and try to work for them - or at least benefit from their mentoring. Last, but definitely not least, you can find coaches or mentors outside your organization who will assist you. Many professionals call a coach because they are not able to get help within.

Q: What would you recommend if my direct reports' goals are not in sync with the goals of the organization (and they are not willing to change their goals) and are not achievable within the expected duration?

A: The goal may not be in sync with the organization, but the skills and knowledge necessary to move toward the goal can most likely be developed within the organization. For example, for an IT executive who wishes to start his or her own business, there is a wealth of important knowledge about business planning, relationships, sales and finance in most companies. Help your people find roles that build the skills they need, and you will most likely never lose them.

Most goals articulated by your direct reports will not be achievable within the time frame they expect. Many times, people grind away, expecting rewards to come, without ever having a conversation with their manager or mentor. They aren't getting feedback or help with articulating their goals or determining what roles or assignments would facilitate their growth. By the time they finally voice their expectations, they are frustrated and expect immediate action.

Susan Cramm, former CIO and vice president of IT at Taco Bell and CFO and executive vice president at Chevys, a Taco Bell subsidiary, is president of California-based Valuedance, an executive coaching firm