If you’re like me, sometimes managing others can prove challenging. It’s tough to find the balance between micromanagement and abdication. To make things more complex, every employee is different, requiring some mix of contextual vs. controlling guidance. One employee might only need a high-level explanation of a macro goal (context) while another needs step-by-step instructions to complete their work (control). If you have children, this continuum might sound eerily familiar. Some of these preferences are based on comfort level with their role, while others are hardwired into their personalities. This means coaching styles are dynamic and need constant adaptation by managers to keep employees engaged and avoid turning them into quiet quitters. How are leaders supposed to keep up with all these changing elements? Good news —I’ve used a system developed by Scouting BSA for the last few years, and it works like a champ.
The EDGE method has been around since 2008, when the Scouting program introduced it as a way of teaching to promote advancement through its ranks. It’s broken down into four simple steps and designed for a young patrol leader to implement. I love simple:
E – Explain: Clearly describe what needs to be done, why it matters, and the key steps involved. Keep the explanation simple and direct.
D – Demonstrate: Show how the task is done correctly. Let others see what good performance looks like in practice.
G – Guide: Work alongside the learner as they try it themselves. Offer coaching, feedback, and encouragement while they practice.
E – Enable: Step back and give the learner the chance to do it independently, building their confidence and mastery.
Related: Leveraging The EDGE Method
Whenever I’m engaging with one of my employees, I try to plot where they are on the EDGE continuum. Do they need Explaining or Demonstrating? Should I be Guiding? Better yet, are they ready for the Enable phase? Is there a mismatch in my style? Have I abdicated with someone who still needs more Guiding? Conversely, am I micromanaging someone who deserves to be Enabled? By using this quick back-of-the-envelope method, it’s pretty easy to identify where employees are and coach accordingly. I’ve had moments where I’ve looked in the mirror and said “shame on me” for not being more hands-on with someone who was still early on their career path with us.
Your EDGE identifiers with employees need constant reevaluation to ensure appropriate coaching. When you mix in the context vs. control hardwiring, it works as long as you make it a part of your management routine. When employees are onboarded and coached appropriately, retention jumps through the roof and turnover drops like a rock.
Also by Henry Clifford: Dodging Dysfunction
EDGE works for all employee levels, from technicians and project managers all the way to your leadership team. Someone at the Enable level in one role needs to start all over again when they assume a new job title.
What will you do to implement EDGE in your business?
Stay frosty, and see you in the field.
