Sample Leadership Paper on Special Cases in Coaching

Special Cases in Coaching

Introduction

Coaching is a training process that involves a coach and a coachee. A coach acts as support to the learner, who is the coachee, to achieve specific growth and expansion goals. A successful coach must be knowledgeable with an ability to ensure the delivery of results in a way that the coachee enjoys. This can be done through psychological approaches that help the coachee to achieve better performance and greater fulfillment. A coach encourages personal growth for the coachee as well as enhances powerful feedback that act as a catalyst for personal development. Every organization requires the establishment of coaches. As a coach, I have had an incredible experience that has helped me to learn much and grow. I have achieved several goals as a coach and as an individual. I have also experienced personal growth hence become a better person.

Goal Assessment

As a coach, I was able to achieve my goals within the set timeline of this class. This was due to several actions that I took that enabled me to achieve these goals. First, I developed a rapport with the coachee, Miss Neilson. This helped me to understand her fully and develop a strong bond between us. The bond between us was responsible for giving us an ample coaching time. Secondly, the outlined focus helped me to stay motivated. I also carefully outlined the expected results for the coaching. As a coach, I did a continuous analysis of my progress hence ensuring constant growth and achievement of goals (Andersen, 2013). The timeline given in this class for this assignment was realistic enough. I was able to achieve my goals within the set period of time.

I engaged in appropriate actions to address my goals. For instance, I planned to assign duties of greater responsibility, send the selected employee to management courses, enroll the selected employee in a management course, and assign the employee to a more senior mentor. I managed to complete all the actions I had intended.

My Changes in Behavior

At the end of my coaching experience, I realized that all the goals I set were appropriate. My main aim was not only to leave the coachee a better person, but also to ensure growth and development in my life. I was determined to be an active listening and to help Miss Neilson to develop the skill of setting goals. I was determined to increase employee productivity, which was relevant for the organization. The goals I set were relevant for the coaching I was doing since they focused on the coach, the coachee, and the entire organization. The goals were measureable through outlining the results. They were also achievable for both of us and acted as motivation throughout the session. In my view, I would not have been better off if I set other goals apart from the ones I had for this session. This is because at the end of the session, I was able to track our progress easily. My coachee was also able to achieve her set goals and was able to progress in her career. I believe there is a need for setting achievable goals in organizations for both the coach and the coachee. It ensures constant motivation and improvement.

Behavioral Changes

As a coach, I tried out the skill of active listening. I was able to concentrate on what the coachee was saying and appropriately respond to her concerns. I maintained eye contact with her and was able to use facial expressions that encouraged her to talk some more. I developed the patience to wait for her to finish her part of the speech other than interfering with her during her time of talk. I thought keenly before offering my piece of advice, information or idea. I also tried to consider her ideas important for the session hence making our conversation and relationship extremely beneficial (Rudy, 2014). I have developed the skill of asking more relevant questions, which are open ended. I have realized that open-ended questions enable the coachee to think widely and come up with useful ideas more than the ‘Yes’ and ‘No’ questions.

I have strived towards being non-judgmental in my view of the coachee answers. A non-judgmental attitude has helped me to become a keener listener and accommodative of my coachee’s ideas. I have also learnt to ensure that my coachee develops her problem solving skills by avoiding too much advice and setting her free to do the thinking work. This is something that I struggled with before I went through this coaching experience. I got used to offering advice on all matters to people and not giving them space to think and work on their own. I have developed a routine of planning for the coaching session. I spend 30-45 minutes planning for all my sessions to maintain relevance and effectiveness.

What I have Learnt about Coaching

For effective coaching, it is important for the coachee to understand the feedback provided. This can only be made possible thorugh the use of open-ended questions (Tanner). Open-ended questions give the coachee the chance to rephrase what the coach has said as well as to demonstrate understanding of the same. As a coach, a person must avoid asking the yes-no questions since they close up the ideas in the mind of the coachees (Andersen, 2013). Such questions do not also enhance growth in communication among the coachees. I have also leant the importance of action plans. Action plans ensure that there is consistency in the session and that all the goals are met. It is important for a coach to note progress during every coaching session. All success and failures must be documented since they help in progress evaluation (Tanner). Additionally, dates should be set for all coaching sessions beforehand to ensure the establishment of behavioral changes. I have learnt that setting goals and action plans give me the motivation to work on (DeHaan & Nieb, 2011). I have also learnt that I have attained a positive attitude towards improving other people’s life. This has kept me on toes to ensure that I offer my best to coaching Miss Neilson.

Personal Insights

At the beginning of this coaching session, I had set out to be an active listener, help my coachee learn how to set goals, and increase employee productivity. Through the session, I managed to achieve these three goals. However, the employee productivity did not meet the standards that I hoped for due to some of the barriers that I faced. This has given me the opportunity of developing my leadership effectiveness through the acquisition of more knowledge on leadership and coaching. I have benefited from this session through developing crucial skills, such as active listening and developing a non-judgmental attitude for my coachee. As a coach, I will embark on making several improvements. I will ensure that I fully understand my coachee’s behavioral style before engaging them in sessions. I also aim to employ a different model for my next coachee.

Conclusion

Coaching is a development process that must be handled with much knowledge and care. It ensures the improvement of an individual from a state of ineffectiveness and stunted growth to a place of effectiveness and improved growth. Tracking of progress is vital through this session. Coaches must ensure that the coachees are offered a conducive environment for growth and development through use of tactics, such as open-ended questions. On the other hand, coachees must be willing to learn and own up their mistakes through the sessions to give room for growth.

 

References

Tanner, R. (n.d). Motivation- 7 steps for coaching difficult employees, Management is a Journey. Retrieved from http://managementisajourney.com/motivation-7-steps-for-coaching-difficult-employees.

Rudy, L. J. (2014). The Strategic Guide to Managing Difficult Employees. Retrieved from http://business.tutsplus.com/articles/the-strategic-guide-to-managing-difficult-employees-cms-20845

Andersen, E. (2013). 9 ways to deal with difficult employees. Forbes. Retrieved from http://www.forbes.com/sites/erikaandersen/2013/11/21/9-ways-to-deal-with-difficult-employees/

DeHaan, E., & Nieb, C. (2011). Change through executive coaching. Training Journal, 66-70.