Coach Dr Ferra Case Summary

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What suggestions do you have for the Chief Medical Officer on how to coach Dr. Ferrara and develop a personal improvement plan?

Most managers, in this case the CMO, often face difficult employees. They often exhibit characteristic to be removed from the team but are not due to certain reasons technical or otherwise. This then leads to time where the company or the team is held hostage to the behavior due to the technical or special requirements. The behavior is not limited to certain aspects. It can be due to wok ethics, not meeting deadlines, not meeting standards of the department or team or poor social skills. This then leads to consumption of most managers time, energy etc to deal with the difficult employee, and at times are left with
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Initial goal would to be have Dr Ferrara to acknowledge that a problem exist and he is part of the problem. If a clear problem is identified then a root cause analysis could be performed. Otherwise the CMO should ask for problem area for improvement with mostly open ended questions. Avoid strict approaches especially for key employees. Coach Dr Ferrara to suggest his own area of improvement and to state his own solutions. He has to buy into the solution for him to want to carry it out. This will allow the employee to be involved and engaged in the improvement plan. The CMO should avoid being negative towards the solutions, instead guide the solution towards a desired goal. The coaching method might not work well with long standing employees in which case plain open ended questions followed by guided questions to help find a solution.

Once an acceptable solution is reached then the CMO can add a timetable with milestones and consequences. Main goal is to stay consistent throughout the process.

Milestones - Initially start by address hard metrics such as the turnover rates, which are very measureable. Then gradually focus on softer targets that are more behavioral in nature such as “rude during
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A good agreement or solutions has to include consequences otherwise there is no motivation to change. I would recommend the CMO or a manager should employ a “carrot not a stick” approach, but sometimes basic consequences are necessary. They have to be substantive such as termination or impact on promotion or monetary such as docking of bonus or salary.

How should Dr. Ferrara be coached, and by whom? Is it worth the effort, since he might be retiring soon?

I would suggest the CMO start by establishing trust. CMO can start by asking Dr Ferrara what he likes about his work, how things are going for them generally, do they have any career goal that they are aspiring for. If basic trust is not established such as if Dr Ferrara feels the CMO has less work experience them him, then maybe involve another department chair who Dr Ferrara trusts.

Dr Ferrara should be coached and given a chance to acknowledge issues at hand and to remediate the situation. That ideally would be the best outcome, hence the efforts would be worth it. It would solidify company’s processes in dealing with similar situations in future. It very subjective to estimate effort and worth. If there is improvement in productivity and general cohesiveness then the efforts may pay off. It 's a generally accepted concept that negative or low productivity is not conducive for overall work

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