Coaching ideas on a few topics?

[b]First, I want to say a big thanks to Mike & Mark on their podcast about "How to fire someone...". Due specifically to that, I had my plan going into HR of what I was comfortable with![/b]

[b]BLUF:[/b] I need some coaching ideas for a few problems a direct has which are all really around doing what he promises to do. (I have listened to the podcasts on late stage coaching and topics related to this.)

Here's the topics I think he needs to work on. I asked him for coaching ideas and he had none. So I'm working on a list.
1.[b] Doing what's important not urgent.[/b] He'll drop the strategic work I NEED done for any technical request.
2.[b] Accountability[/b] - doing what he says, pro-actively reporting progress, etc. He said he avoided bringing up goals when I didn't mention them and worried before every 03.
3. [b]Problem solving[/b] (or asking for help when stuck) He told me he stopped doing any more on the task I delegated (and he accepted willingly) because the problem is too big and he couldn't figure out where to start.
4. [b]Being organized[/b] - planning out your work.

The long story is that this direct is in the most senior technical title. (He was demoted from a manager title to this in a re-org.) That title also requires significant impact & influence, self-starting/monitoring, ability to drive to solution almost any problem, etc. He is good at technical work but not a guru to make him move into an "architect" job at the same level. When I pressed him once he says he prefers to do the technical so will drop other tasks I give him when something comes up!

I suggested he would be happier at the next level down. His salary fits within that range. That job would not demand the softer skills. But he said no. He said his goal is to be a manager again. I worked up all the information I would do for an annual review and gave him some good but significant information on the areas I see lacking that aren't acceptable for this job.

I have been giving him increasing stronger feedback on all of these topics. Not knowing the history, it took me awhile to realize all I was getting was smoke and no substance. He'd come up with some good initial ideas in brainstorming with help from me that deceived me for awhile. He would tell me that he had a meeting with person X or Y to work on part of it but nothing every happened. I have told him he has to revise his plan for our next 03. I've also told him that we're going to work on a coaching plan.

Then I talked to HR and was told the whole history - not sure why someone didn't say something when I started this job 8 months ago! He was removed in a re-org. HR since told me that he was on a plan for not meeting goals. They thought he'd be fine out of a management job. (I think there is some denial going on from his view of what happened!) They said they almost laid him off in a lay-off round that happened about 2 months ago - no one ever told me that though!

They are okay with me coaching for a month. But that's it. I have to tell him this is a verbal warning and that he will get a written in a month if he doesn't succeed. You get another month from the first written before you are terminated.

The other curve ball is that HR person asked me if the direct told me anything about medical problems. She said he has not asked for any extra accommodation from the company and she cannot tell me what it's about. She did ask if he's falling asleep at his desk or in meetings because that was a problem. He has not but he is in a single office and I'm obviously not checking every minute. This whole conversation has left me puzzled. He's not physically handicapped that I can see. He does good technical work as well.

She said she thinks a lot of structure may help. My problem is that I have 14 reports and cannot afford to baby sit someone who should be one of my most senior people. These comments left me baffled. He has told me some deeply personal things around his recent divorce, mental illness problems with family, professional and personal goals, etc. But obviously he hasn't told me everything! It's just hard to get this out of my mind.

HR also told me that if I didn't want to bother, I could just give him the written now and that would be fine given past problems. Thanks to Mike & Mark's podcasts, I had the immediate reply that I believed I needed to coach him first.