I recently went through an excellent session using the ZeroRisk HR assessment to help me become a better manager of my own employees.
One of the most insightful things I learned was to distinguish when to direct employees, when to coach them, or when to delegate to them. This is a major distinction.
Direct – When you have an employee new to a job function or business in general, you might have to direct their activities until they meet the necessary learning curve.
This is a control-based approach to management that makes sense at times, especially if you're managing people who need close oversight. For example, Bob Hurley, the well-known coach of the St. Anthony's High School basketball team in Jersey City, NJ, focuses on directing his young men, not just on the basketball court, but in their lifestyle in general.
As a result, he has a 100% graduation rate – practically unheard of for an inner-city basketball team. The idea of directing employee behavior echoes early Scientific Management, which relied on detailed task instructions and oversight.
Use control as a management style only when necessary; overly controlling environments can reduce initiative and long-term productivity.
Coaching – This is more about empowerment than micromanagement. The best coaches ask questions and allow employees to discover the answers for themselves, framing feedback from "their side of the line" rather than by controlling outcomes.
Effective coaching teaches problem solving, encourages action, and helps employees move past blockages. If your coaching feels like control, it can trigger a flight-or-fight response even when the guidance is logical.
Delegation – Delegation is one of the most important skill sets for a manager, but it carries the risk that employees will make mistakes and face consequences.
I mitigate that risk by delegating through writing — a standard operating procedure (SOP) that documents not just what to do but the best practice for how to do it. I make sure the employee understands the SOP, answer their questions, and provide the necessary time and training.
When I delegate, I also follow a "one-mistake rule." People learn by making mistakes, but repeating the same error is a management failure.
The work we did with ZeroRisk coaching went into these areas far more deeply and challenged us in other areas as well. This process produced some of the most effective communication with employees I've worked side-by-side with for many years.
For additional reading on HR and management topics, see Insights on HR and Workplace Management and The Importance of Professional Development for Employees.
To learn more about the ZeroRisk HR program, contact Mike Poskey or call him at (800) 827-5991. If you'd like to discuss applying these practices to your agency, talk to an agent.
Frequently Asked Questions
When should I direct an employee versus coach or delegate?
Direct new employees who lack basic skills or knowledge, coach those ready to develop judgment and problem-solving, and delegate tasks to experienced staff with clear SOPs and expectations.
How do I create an effective SOP for delegation?
Document step-by-step actions, include common pitfalls and solutions, confirm understanding with the employee, and provide training time before full handoff.
What is a reasonable "one-mistake rule" policy?
Allow one instructive error during learning, use it for feedback and improvement, and set clear expectations to prevent repeated mistakes.