Page 94 - The Voice of Authority

selected the theme, shaped the message, and structured the
various concurrent sessions, I began to coach some of the
speakers.
After the first few coaching sessions, the director of the
marketing team approached me and said, “Actually, after
seeing the results with these guys, we think you need to
work with the two executive vice presidents who’ll deliver
the kick-off and closing keynotes for the conference. Nei-
ther is exactly spectacular on his feet. If they can devote the
time while you’re here this week, would you be willing to
stay an extra day and work with them?” I agreed.
The first VP—on vacation for the week—offered to
come in for a day specifically to be coached. The second
VP—on the seventh floor all week—agreed to come down
for 10 minutes.
Feedback feels uncom-
fortable to many people. As Most of us like people
long as face-saving remains who come right out and
the goal and culture, people say what they think—
will face a dilemma: Shall
we be silent and save the re- unless they disagree with
lationship? Or communi- us.
cate honestly and solve the —Grit magazine
problem?

Underperformers

Allowing underperformers to remain on the payroll is a
form of dishonesty that harms the entire organization.
Continuing to pat them on the back and grant them raises
does not square with their own reality. They know their
work does not meet standards and does not match what
their colleagues do. If you don’t tell the truth about how

82 The Voice of Authority