#coaching

I was just informed that it’s being recommended that I be placed on a coaching plan. I wanted to better understand the expectations and implications of this process. Specifically, should I view this as developmental support, or does failure to meet the outlined metrics potentially put my employment at risk?

Why in the world is Gemini AI being pushed for everything...from scripting to positioning statements to call analysis to coaching. Just stop already.

I really value being managed to modern seller metrics, it gives me a clear sense of accomplishment and keeps me motivated. The structured performance coaching plans also make me feel invested in and supported as a seller, which ultimately drives me to perform at a higher level.

I’ve been trying to wait out the correction for the people hired as “leaders” during the pandemic. I’m not sure if it’s just my BU or others were put in roles way beyond their skill set. It’s infuriating for me to have to sit in “coaching” and have my manager explain things they would have learned in the first semester of college, had they gone.

Why is my only opportunity for development wasted listening to someone who is twice my age and trying to explain a simple concept but still needs my guidance? WHY IS THIS PERSON HIGHER RANKED THAN ME?!

I don’t know how much more I can take of this. Will there be a correction for unskilled management?

I've had multiple coaching memos doesn't take a genius that they want me gone lol.
How long do I have until a formal PIP?

Hope you had time to digest this week’s news you can use newsletter.

What can I say that would resonate with you on moves we’ve made this week on change in our policies?

Would you take PIL when we NSI you because you don’t want to be living under constant pressure that you are more NSI away from being pushed out? Or would you still try PIP.
NRE coasters, what are you thinking ? Are you finally going to focus on your main job rather than building alternative career as a “Coach”

Manager put me on documented coaching out of the blue.
Last quarter review was good. This quarter was slow with no high-impact projects and zero vision from the Tech Lead.
No feedback on what I did wrong and no forward-looking plan. I’m not getting any actual coaching, just told to "do my work" and document.
Questions:

1. Is this just a paper trail to prep for an LR?
2. Should I just tell them I’m happy to leave if they want me out, or will I lose my severance/leverage?
3. Anyone actually survive this?

Anyone else hear of others getting put on so called coaching plans? I was put on one last fall and somehow made it out. Others weren’t so fortunate. Hearing about some others here lately that have been put on them during Q3

Who going to coach us on the next sprint?

I was placed on a formal coaching plan and, despite making progress, did not reach the final performance threshold. Now waiting to see what comes next, hopeful for an extension to continue building momentum. Anyone else have feedback on how coaching plans pan out if you don’t meet all of the requirements?

I ’ve read your posts, and I see a lot of pain, anger, and smart people struggling to land. Yes, the market is tough, and yes, offshore/H1B is a factor, but let's talk about the biggest hurdle: Your Wells Fargo Leadership Narrative.

You were trained and rewarded in a toxic, high-fear environment. Now, you’re inadvertently carrying that "WF ethos" into your interviews, and recruiters are seeing it as a massive risk.

Here is the truth: Your next employer doesn't just need your technical skills; they need assurance you aren't bringing the "poison" of an abusive, command-and-control culture with you.

1. The Red Flags Recruiters See
   When you talk about why Agile failed, or how you led a team, we listen for these immediate flags:

"I monitored their tickets..." 🚩 (Translation: I micro-managed, I didn't trust my people.)

"We couldn't innovate because it was too risky..." 🚩 (Translation: I was risk-averse, I didn't create a safe learning environment.)

"Agile failed because management we-ponized the metrics..." 🚩 (While true, it signals: You don't know how to protect your team from bad leadership.)

"I had to stack rank them..." 🚩 (Translation: You were an enforcer of a toxic system.)

1. Your New Leadership Narrative: From Enforcer to Enabler
   You need to shift your identity from a manager who enforced toxic metrics to a Servant Leader who protected and enabled their team despite the toxicity. You must demonstrate that you were a student of the anti-patterns, not an advocate.

This shift is rooted in Psychological Safety (PS)—the belief that your team can speak up without fear of punishment. When PS is high, Agile works, Innovation works, teams work. When it's low (like at WF), everything fails.

Your Goal: Convince the interviewer that you know how to build a safe and empowered team that drives innovation and takes ownership.

1. The AI Chat Practice Prompt
   Use a tool like this (Gemini, ChatGPT, etc.) to practice your new answers. Paste the following prompt into your chat, and then answer the questions the AI poses. This forces you to recondition your answers and solidify your narrative:

[Copy and paste this into an AI Chat]

"I was a manager who was recently laid off from a large financial institution that suffered a failed Agile transformation due to a deeply toxic, high-fear culture. In my interviews, I am struggling to demonstrate that I have moved past that toxic environment. I need to establish a new leadership narrative based on Psychological Safety (PS) and Servant Leadership. Assume I am in an interview for a leadership role at a healthy organization.

Please ask me the following questions and critique my answers, looking for red flags that show I am still operating from a 'command-and-control' mindset:

How do you get others to trust in your leadership?

How did you approach performance reviews and development in that high-pressure environment?

How do you foster innovation and manage technical risk on your team?"

1. What the AI Will Teach You to Say
   When you practice, your answers should evolve to focus on systems, coaching, and protection, not control. For example:

Instead of: "I monitored their work."

Say: "I shifted my focus from monitoring tasks to coaching autonomy. I established clear, measurable team goals and ensured my team felt safe enough to immediately raise impediments, knowing I would remove them."

Use the AI to refine your story until you sound like a leader who learned from the fire and is now ready to build a healthy culture. Good luck—you are capable of this shift!

I was just informed that our market is reducing the number of coaches in each store. Since I was the most recent addition to my current location, I’ll be transferring to another store in the market. Curious if anyone else has experienced this and if seniority is usually the deciding factor.

Tell us the ridiculous feedback you received from your manager in 1-1 coaching or PIP meetings.

Are you still required to coach employees on the presence report by HR? Or things have slowly fallen off the radar?