"Middle managers did not coach enough"

This time, not over the BBQ at CEO's residence like last time they did, but they met at office, to discuss about the thing they were supposed to do well but did not do it quite well, at least as alleged by executives under them. Yes, organizational improvement people came up with the latest front line survey result. Front line survey is a quarterly survey responded by junior executives and non-executives including operators and technicians. It is a tool used by the management to check the middle and upper management's effectiveness. As expected the result was not as expected, low and not even meeting the Company's target. Middle managers were blamed again for not doing enough coaching to their staff, for not providing effective feedback to their staff. On question no. 12, "In the past month, you have been provided feedback on your performance by your superior. (Yes/No)", the score was the lowest. A couple of upper management members were present at the auditorium and all agreed it was a shared issue and something must be done in order to get good score in the next survey. Laboratory manager thought that respondents did not understand the question and they must be "guided to answer the way we want it", whatever it means. Procurement manager argued that survey result was not a big deal, why make a fuss when the business is good and Company is making tons of money. Bottomline should matter most, and not what the so-called "front line staff " said. Couple of unhappy staff do not break this organization of 500, so he said. Identify them and have a session to with them. The problem was that it was not a couple of them, it could be even more and nobody knew exactly as the survey was done online. Survey result was also reported by department, and some department managers were screaming, some leaving hall early citing he got more important meeting to attend. OI people got solution already and the mini-workshop they conducted confirmed that. In this so-called "mini-workshop" we were divided into group of four or five. Each was given a piece of yellow paper to write one suggestion on how to improve coaching in their department. Only one best solution was selected from each group, and pasted to the wall for challenge by others. Feedbacks were aplenty, among others, intensify coaching program, let the junior executives coach non-executives freeing managers to only coach executives, managers don't have skill to coach - send them to classroom first, coaching already happens at workplace but not documented, staff meeting is equivalent to coaching already - what more do you expect, executives too dependant now - let them find solutions themselves rather than being spoon-fed all the times, and many more. At the end of the workshop, nobody agreed on anything. Time was running out. Then OI people came in. We were all given a new KPI and must be included in our individual performance contract, which is going to be signed off soon in front of our CEO and of course those front line people. The ultimatum is COACHING MUST BE DONE AT LEAST ONCE A MONTH TO THEIR DIRECT REPORTS. On top of that, managers must conduct quarterly staff engagement session in their department.
OI people had already come up with a new coaching form and everytime a coaching happens it must be documented. Instrument manager complained he has eight direct staff and for him too many already. I had two, thanks God.