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Let’s identify the gaps in a few scenarios.

Scenario 1: Marianna

Marianna is a newly minted supervisor for her company’s IT support department. She was a great IT support person and now she’s been promoted, supervising five other IT support workers.

Her HR department sends her to a new-manager training class, where she learns all about the paperwork necessary for managing hourly workers, and about a coaching model for providing good and timely feedback to her direct reports.

Marianna’s first few weeks are a bit rocky. She is swamped by the paperwork demands, and has to work really hard to keep up. Other supervisors seem to stay on top of their paperwork, so Marianna isn’t really sure what she’s doing wrong. A couple of her employees are starting to come in late, and she’s reluctant to confront them directly about it, because she doesn’t want it to seem like she got all bossy just because she was promoted. She tries to use the coaching method she was taught, but while it works a little with one of the problem employees, it doesn’t work at all with the other, and as Marianna gets busy, she doesn’t really finish all the steps to the coaching process. She’s not that convinced it was helpful, anyway.


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