Corrective Coaching - Case Example


The client is an internationally well-known electronic equipment manufacturer which had recently created a new division managed by newly assigned managers.


One of the key managers in the organisation noticed underperformance of one of their project leaders and discussed this with him. The discussion concluded that both had very different views of what the job requirements of the project leader’s job were. The manager then discussed the intended role with the project leader and asked HR to confirm the job content and review to what extent they could help in communicating the message. They all came to the same conclusion and were not able to make the person move.

ATC’s value

We were asked to intervene and review to what extent this person could

become productive within the organisation in the said role. We ensured the project leader that we would not report back to management until we had a firm conclusion which would be discussed with him first. Together, we established his point of view, the drivers for his logic and his willingness to change. In this process it was important that the person could fully explain his thoughts without reservations. He was then asked to describe the logic his manager had put forward, which had been confirmed by HR, and feedback why he thought this role was difficult for him to fulfill.

First we observed that the interpretation of the message came with regular interpretive side remarks and qualifications from his side revealing the real reasons why he did not buy into the new job description. He did not feel fully competent to execute this role, but had difficulties expressing this, given his long state of service and implied experience. Parts of the job required activities he did not like and his substantial bar turned out to be pure imagination. Towards the end of our discussions it became clear that the distance between what he stated and what management wanted was much smaller than what was originally thought, but the remaining gap was explained mostly by a lack of capabilities and not an unwillingness to act.

We suggested several solutions to him and to management, one of which was selected and executed.

200 OK


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