Stop Coddling, Start Coaching

There was a subtle undercurrent in the daily workflow, a kind of quiet inefficiency that, over time, became hard to ignore. It wasn't about a lack of effort, but rather an overabundance of… assistance. What started as helpfulness had morphed into something resembling coddling.

It manifested in a constant stream of quick questions directed my way, and I knew I wasn't the only one experiencing it. Slack messages and emails would pop up: "Hey, where's that quarterly survey link again?" or "This checkbox isn't showing up in Google Sheets, any ideas?" Sometimes it was more technical, like "Quick question about this GitHub merge conflict?" (that last one, admittedly, often warranted a hand). Then there were the truly head-scratching ones, like "Why isn't this data appearing?" which often just required a simple refresh.

Individually, these requests seemed minor. But the sheer volume of them, day after day, chipped away at my own productivity. It felt like I was constantly pulling others across the finish line instead of focusing on my own race.

The underlying cause, I realized, was a culture where people had become accustomed to having things done for them. Perhaps it stemmed from a fear of mistakes if left to their own devices, or maybe a misguided belief that it was simply faster for someone else to handle it. Whatever the reason, it was hindering our collective efficiency. We weren't teaching people to fish; we were just handing them the fillets.

The fix, thankfully, isn't rocket science. It starts with great, digestible onboarding. Forget the overwhelming labyrinth of hundreds of documents scattered across multiple platforms. Think concise materials, incorporating video, that empower new hires from day one.

Then comes the crucial role of managers. One-on-one meetings shouldn't just be status updates; they should be opportunities for teaching and re-teaching tasks, building confidence and competence. Lunch and learns, and investment in professional development, can further upskill the team.

And finally, clarity is key. Clear departmental goals and individual responsibilities ensure everyone knows who owns what, reducing the reliance on others for basic tasks.

Because ultimately, while a little help can go a long way, a culture of coddling is a detriment to everyone. It stunts individual growth and slows down the entire organization.

So, what can organizations and individuals do to shift away from this?

For Organizational Leaders:

• Invest in Empowerment: Prioritize comprehensive and easily accessible onboarding and ongoing training that equips employees to be self-sufficient.
• Foster a Learning Culture: Encourage managers to coach and teach, not just delegate. Create opportunities for peer-to-peer learning and skill development.
• Define Clear Ownership: Ensure roles and responsibilities are well-defined, reducing ambiguity and the need for constant hand-holding.

For Employees:

• Embrace Learning: Take ownership of your development. Seek out resources, ask clarifying questions (the first time!), and strive for independence in your role.
• Be Mindful of Others' Time: Before reaching out for help, take a moment to see if you can find the answer yourself. Your colleagues will appreciate it.

What's a seemingly small inefficiency you've seen in a workplace that had a surprisingly large impact? Share your thoughts.

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