The same rule applies to use of the coaching approach in employee management as to the majority of serious activities: either do it properly or not at all. Coaching can help solve many issues but in some work situations it is inappropriate.
For example, a manager may think that coaching could help his staff but, in fact, it is the manager who needs a coach. It is his own managerial style that prevents him coaching successfully.
Then there are also situations when a manager has no problems with his style of management that would prevent him from coaching subordinates. Nonetheless, no matter how hard he might try, coaching is not the right solution. If in such a situation you choose coaching as a tool to achieve a change in employee behaviour, it may only make the situation even worse.
So when should you forget about coaching?
