Coaching Techniques for Engineering Managers: Strategies for High and Low Performers

Coaching is one of the most valuable tools an engineering manager has, but it’s rarely one-size-fits-all. Supporting growth means knowing when to offer structure and when to step back. In this post, I’ll share three practical coaching methods, how to apply them across different performance levels, and how to spot when someone’s ready to step into more. If you’ve ever wrestled with how to coach without micromanaging, you’ll find something useful here.

TL;DR

Effective coaching for engineering managers means adjusting to each team member’s needs. Use directive coaching for those who perform poorly, situational coaching for varied skills, and collaborative coaching for high achievers.

To determine if someone is ready for a promotion, look at their performance consistency, leadership qualities, and how well they fit the company values.

Start coaching when performance issues occur and decrease it as team members become more independent.

Tailor coaching strategies to enhance engagement and growth throughout your engineering team.

Three Coaching Methods for Engineering Managers

1. Directive Coaching

- What it is: Directive coaching involves giving clear, specific instructions about tasks and goals, usually best for newer or struggling team members. This method includes setting clear goals and giving ongoing feedback.

- Best Use: This coaching is best for low performers who may require extra direction, organization, or support to achieve expected performance levels.

- Pros and Cons: It offers necessary structure but can be too rigid if used too much, so it should be balanced with chances for independence as skills develop.

2. Situational Coaching

- What it is: Situational coaching adjusts depending on the individual team member’s needs, applying different methods when necessary. For instance, a manager might guide a new developer closely and give minimal assistance to a senior engineer.

- Best Use: This method works well for engineering teams that have varied skill levels. It can change quickly, making it easier to meet specific performance situations and needs.

- Pros and Cons: This flexibility is a strength but can also be complicated, as it requires a good understanding of each team member's skills and motivations.

3. Collaborative or Non-Directive Coaching

- What it is: This style has the manager acting as a facilitator, supporting team members in setting their own goals and solving problems on their own. It fits high performers who work best with more freedom.

- Best Use: Use this approach with high achievers or those looking for leadership positions, letting them enhance their decision-making abilities and independence.

- Pros and Cons: While empowering, non-directive coaching might not work well if the employee lacks self-motivation.

Coaching High Performers vs. Low Performers

Coaching Low Performers

1. Identify Causes: Find out if challenges come from skill gaps, low engagement, or personal issues. Knowing the cause helps in planning coaching strategies.

2. Set Clear Goals: Use directive coaching to set specific objectives and provide feedback on progress. Small, realistic goals can help build confidence.

3. Offer Mentorship: Pairing low performers with high-performing mentors can help them learn effective strategies and increase engagement. It shows that the company cares about their development.

Coaching High Performers

1. Allow Independence: High achievers benefit from non-directive coaching, letting them set ambitious goals and manage themselves.

2. Provide Challenges: Give high performers new tasks, like leading projects or presenting initiatives, to keep them motivated.

3. Promote Self-Reflection: High achievers can gain from self-reflection tasks that help them recognize their strengths and areas to improve.

Evaluating Readiness for Promotion

To judge if someone is ready for a promotion, focus on three key areas:

1. Consistent High Performance: Look for steady performance metrics and proof that the employee has not only met but surpassed expectations.

2. Leadership and Initiative: Notice if the employee takes initiative, coaches others, and seeks more responsibility. High achievers who show teamwork and proactive attitudes are often set for promotion.

3. Alignment with Company Values: Candidates for promotion should represent the company’s values, highlighting both technical and interpersonal skills are important, along with matching the company’s mission and culture.

When to Begin and End Coaching

- Begin: Start coaching right when you see patterns in performance or areas where development is needed. This applies to onboarding, dealing with challenges, or preparing for leadership.

- End: If employees show steady performance and independence, coaching can change to mentorship or even a hands-off approach, especially for those who excel and can manage themselves.

The Dos and Don’ts of Coaching

Dos

1. Personalize Coaching Styles: Change your method based on each team member's specific needs and stage of development.

2. Provide Regular Feedback: Regular check-ins are important for ensuring understanding and monitoring progress, for everyone.

3. Encourage Self-Reflection: Help team members think about their performance and set their own goals.

Don’ts

1. Avoid Micromanaging: Even with a more directive style, let team members have space, particularly as their skills get better.

2. Don’t Dodge Hard Conversations: Tackle performance problems early and directly, but in a constructive way.

3. Steer Clear of Unrealistic Goals: Set achievable goals to prevent burnout, especially for those who are struggling and need gradual improvements.