Prodigal Executive Now Available on Amazon.com

Some derailed executives create toxic workplaces that cause good employees to flee. Other former star employees cause customers and peers to complain in ever increasing numbers. So why not just fire them?

Ah, that is the dilemma. Often these prima donnas are extremely valuable employees. Some bring in millions of dollars to the company. Others have an irreplaceable specialized skill or body of knowledge.

So what is a company to do? According to new research, 8 out of 10 of these derailed executives can be coached to get back on track.

“Before you as a manager get involved in any kind of coaching of a derailed executive or employee, you should ask if this particular person has been given feedback about their obnoxious behavior" says Bruce Heller, Ph.D., author of “The Prodigal Executive: How to Coach Executives Too Painful to Keep, Too Valuable to Fire” (Author House, July 2009)

Dr. Heller reports that in two decades of experience throughout corporate America helping toxic bosses and star employees whose star has fallen, only about half have been given feedback on their errant behavior. He advocates these four ironclad coaching rules:

Ironclad Rule 1. When you do give feedback, make sure that it is data based, and behavioral based. Make sure it is not hearsay. For instance, what is the exact behavior the individual is showing that causes concern?

Ironclad Rule 2. Always use the sandwich technique. Open with positive feedback, then give the negative feedback, and then close with positive feedback. Work toward salvaging some of the self esteem of the individual, by saying :"You're quite a valuable component of our company. You're highly successful and we want to do everything we can to salvage our relationship. However, we have some concerns, and our concerns are: A B, C, D, and E."

Ironclad Rule 3. Your goal should be to gain some buy in from the individual. One of the mistakes supervisors make after giving some coaching feedback is that they don't schedule the next meeting. Before both of you leave after the feedback, say "Let's you and I meet next Friday morning at 8:30 am and let's continue this conversation."

Ironclad Rule 4. There needs to be some consequence so the person doesn't just blow off the feedback session. So you put the idea of separation out there. They need to know their behavior could lead to termination. If employees don’t have a consequence, they don’t take the coaching seriously.

In his book Dr. Heller explains how eight out of 10 derailed executives can be saved; six myths that hold many companies back from coaching; when to keep 'em and when to fire 'em; how to give feedback to toxic bosses and derailed executives; three keys to an executive comeback, and how to help derailed executives out the door if they really need to go.