The Workplace Coaching Times
Posts
Nature vs Nurture in the Workplace Vol 2

Nature vs Nurture in the Workplace Vol 2

Jane Roberts
April 07, 2025 • Estimated Reading Time: 7 minutes

In this issue…

Nature vs Nurture in the Workplace Vol 2 By Jane Roberts
Extra Insights- Inside the Mind of a Master Procrastinator - TED Talk from Tim Urban
Weekly Motivation Boost - The Key to Effective Leadership - Simon Sinek (YouTube)
Action for the Week - FILL IN
Together with The Self Improved Leader - Small actionable steps to transform leadership skills

🎯 EXPERT OF THE WEEK

📰 Nature vs Nurture in the Workplace Vol 2

From Jane Roberts

In Vol 1 published March 3rd, we discussed how an employee who is given all the information and support in deciding when to retire will sometimes do what is in their best interests. There are times when no amount of nurture will help employees become self-aware and empathetic to another’s needs.

The wake an employee leaves once they leave an organization can create an impact felt months later. As leaders, navigating these waters can have a detrimental impact, or it can be coached as a challenge that builds new opportunities for the team.

At times, positive coaching is difficult for leaders with the burdensome nature of hiring and helping retain the team dynamic. Leaders must support their teams but also be vulnerable and as transparent as possible with the challenges on their plate.

Setting the Stage

Let’s learn how managers and leaders work through the dynamic of expectations.

A new manager, Rebecca, was told by her manager on her first day that it was important that she really dive into developing relationships with her new coworkers. It was important in her role that she build rapport and get to know the inner workings of the organization. Soon into her new role, Rebecca began to feel she wasn’t being successful. She mentioned that it felt like she couldn’t do her job because people weren’t respecting her or her role because she wasn’t getting the necessary information to do her work.

Rebecca would have conversations with her manager about the challenges she faced, and her manager said to keep developing relationships and set expectations.

You’re probably thinking that Rebecca was in way over her head and didn’t possess the necessary experience to be in this role. On the contrary, Rebecca possesses an exorbitant amount of knowledge and experience in her field. I have worked with Rebecca frequently, and her manager had asked me to provide some knowledge and training in certain areas.

Rebecca and I have become good colleagues and friends, and I have become her confidant. She mentioned the challenges she was having with other managers in the organization and not feeling respected or getting the information necessary for her work. I mentioned that relationship building was extremely important because the previous manager had a more fear-based relationship with others within the organization. The previous manager was hands-off, but in ways that caused ambiguity for their team and the other managers.

My response to Rebecca was that relationship building was important, but it was still her job title and responsibility to protect the organization as well as her manager. She needed to set clear expectations and deadlines with other managers, and it was critical they meet those deadlines to support her manager.

Getting to the Root Challenge

As we discuss the nature of the challenge, we have a few issues with the scenario. Rebecca’s boss set the expectation of relationship building from the beginning, but could have been clearer as to what the relationship building and business objectives were and the current atmosphere she walked into so Rebecca could understand how to start her efforts in a more effective manner, setting her up for success.

Rebecca understood the assignment, yet didn’t understand the context as to why it was so important to focus on building relationships. Her nature, a seemingly literal person, was causing her challenges that drove her down a path of frustration and lack of self-confidence.

Outcome

Having that pivotal conversation with her manager, Rebecca finally understood where her autonomy lay within the constraints of her role. She knew what level of expectation and autonomy she had with other managers in the organization and also how she could proceed with setting her own expectations for her team.

Rebecca worked to develop and build a team dynamic that supported one another and built a collaborative interdepartmental relationship. It was important to her that the team focus on the needs of the organization. She faced many tough conversations but continued to find her stride as she developed her team and relationships with other managers.

Looking Back

Rebecca’s literal tendencies and her need for more information caused a challenge with her manager. In this scenario, Rebecca needed a little more clarity and a nurturing relationship with her manager to understand the guidelines and expectations of her role.

While it’s important for leaders and followers to create a relationship of trust and communication, a new manager doesn’t know what they don’t know. It is important for us as leaders to guide and set expectations until the comfort level is there for both leader and employee, especially for new managers.

JANE ROBERTS is a manager on the Administrative Support Team at ESL Federal Credit Union, and is currently Ed.D. doctoral student. With an MBA from Lake Erie College, a BS in Business Administration and a BA in German, she has been a manager for nearly a decade. She’s been involved in many projects and improvement processes and has found a passion for implementing strong coaching practices in her work. She’s an avid traveler, photographer and outdoor enthusiast.