Do you have a difficult subordinate who needs coaching? Dan and Alison answer your questions with the help of Melvin Smith, a professor at the Weatherhead School of Management at Case Western Reserve University and coauthor of the book Helping People Change: Coaching with Compassion for Lifelong Learning and Growth. They talk through what to do when your new employee is slacking off, a new hire needs to adjust to your organization’s culture and communication style, or you have to coach two direct reports who are in conflict with each other.

From Alison and Dan’s reading list:

HBR: You Can’t Be a Great Manager If You’re Not a Good Coach by Monique Valcour — “As a manager, you have a high level of expertise that you’re used to sharing, often in a directive manner. This is fine when you’re clarifying action steps for a project you’re leading or when people come to you asking for advice. But in a coaching conversation, it’s essential to restrain your impulse to provide the answers. Your path is not your employee’s path. Open-ended questions, not answers, are the tools of coaching. You succeed as a coach by helping your team members articulate their goals and challenges and find their own answers.”

Book: Helping People Change: Coaching with Compassion for Lifelong Learning and Growth by Richard E. Boyatzis, Melvin Smith, and Ellen Van Oosten — “This is what great coaches do. It’s what great managers do and great teachers do and what others do who know how to help people find and do what they love. They engage us in conversations that inspire us. They make us want to develop and change, and they help us do so.”

HBR: How to Motivate Your Problem People by Nigel Nicholson — “Yes, it can be time-consuming, difficult, and fraught with risks and setbacks: Although some employees may respond quickly to your approach, others might require time to rebuild positive relationships with you and their work. But at least they will be heading in the right direction, under their own steam. And in the end, you ideally will have not only a rehabilitated employee but also a healthier, more productive organization.”

HBR: How to Manage a Stubborn, Defensive, or Defiant Employee by Liz Kislik — “Some of the hardest employees to manage are people who are consistently oppositional. They might actively debate or ignore feedback, refuse to follow instructions they disagree with, or create a constant stream of negative comments about new initiatives. Most often, these behaviors are meant to make the employee look strong and mask a fear of change, an aversion to anticipated conflict, or the worry that they will look stupid or incompetent.”