Coaching in Business Management

This document provides information about coaching in business management, including different definitions of coaching, the difference between coaching and mentoring, and how to handle issues in coaching. It also offers recommendations to improve coaching in a telecommunication company.

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Business management
Name of the student
Name of the university
Author Note:
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Table of Contents
Part A...............................................................................................................................................6
Formative Activity 1........................................................................................................................6
Research and Analysis of 3 different definitions of Coaching....................................................6
Difference between Coaching and Mentoring.............................................................................6
Formative Activity 2........................................................................................................................7
Case Study.......................................................................................................................................7
Main Issue with the case Study...................................................................................................7
Handling the Issue.......................................................................................................................7
Activity to be undertaken in case of the CEO not changing the expectations.............................7
Obtaining support........................................................................................................................7
Formative Activity 3........................................................................................................................8
Process or procedures..................................................................................................................8
Formative Activity 4........................................................................................................................8
Listing and Description of different kinds of two basic coaching techniques.............................8
Identification of the different kinds of procedures and processes needed to support the
Technique....................................................................................................................................9
Formative Activity 5........................................................................................................................9
Identification Process...................................................................................................................9
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Recommendations to improve coaching in Telecommunication Company..............................10
Formative Activity 6......................................................................................................................11
Outline of two storage methods for coaching data or information............................................11
Risks Associated........................................................................................................................11
Formative Activity 7......................................................................................................................11
Identification of the key factor for all reporting methods..........................................................11
Description of two methods of evaluating the success of the coaching programs....................12
Part B.............................................................................................................................................14
Question 1......................................................................................................................................14
Answer to Question 1................................................................................................................14
Question 2......................................................................................................................................14
Answer to Question 2................................................................................................................14
Question 3......................................................................................................................................15
Answer to Question 3................................................................................................................15
Question 4......................................................................................................................................15
Answer to Question 4................................................................................................................15
Answer to Question 5................................................................................................................16
Question 6......................................................................................................................................17
Answer to Question 6................................................................................................................17
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Question 7......................................................................................................................................17
Answer to Question 7................................................................................................................17
Question 8......................................................................................................................................18
Answer to Question 8................................................................................................................18
Question 9......................................................................................................................................18
Answer to Question 9................................................................................................................18
Question 10....................................................................................................................................19
Answer to Question 10..............................................................................................................19
References......................................................................................................................................20
Part C.............................................................................................................................................21
Activity 1.......................................................................................................................................21
Documented Coaching Strategy including all components.......................................................21
List of Supported Material and data sources.............................................................................21
Completed Matching Coach to trainee tool...............................................................................22
Developed recruitment process for coaches and trainees..........................................................22
Example of Induction and training tools and resources.............................................................22
Examples of Strategy Promotion...............................................................................................23
Example of Documented coaches support procedure and process............................................23
Mission Statement for the program...........................................................................................23
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Evidence of facilities physical Location....................................................................................23
Evidence of Method or mode of interaction..............................................................................23
Documented roles and responsibilities and Compliance analysis.............................................24
Timeline.....................................................................................................................................24
Checklist....................................................................................................................................24
Activity 2.......................................................................................................................................26
Documented Evidence...............................................................................................................26
Tools Developed for matching participants...............................................................................26
Complete Coaching Activities...................................................................................................26
Monitoring the Coaching activities and evaluation of data.......................................................26
Review of results.......................................................................................................................26
Report outlining the outcomes and future improvements to the strategy..................................26
Rewards.....................................................................................................................................27
Professional Development activities to coaches........................................................................27
Bibliography..................................................................................................................................28
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Part A
Formative Activity 1
Research and Analysis of 3 different definitions of Coaching
According to the Coaches Training Institute professional coaching can be said to be a
powerful alliance that is basically designed to forward and enhance the lifelong process for the
learning of the humans and to make the humans effective and also help them fulfill the different
types of skills. On the other hand, Mary Beth O’Neill has described coaching as an essence that
helps the leaders to get unstuck from their dilemmas and assist them to transfer their learning
into results for the organization. Another popular definition of Coaching has been cited by Sir
John Whitmore. He has described coaching as the process that helps in the empowerment of
others.
Difference between Coaching and Mentoring
According to, Bachkirova Arthur and Reading (2015) Mentoring and coaching though
seem to be the same, clearly differs from each other in a large number of aspects. Mentoring is
somewhat personal and can be said to a relationship that can last for a long period of time
whereas, coaching has a definitive schedule of time which generally do not exceed beyond that.
Coaching is generally a short term process and is focused on particular areas of development
whereas the mentoring process is more of a long term process and takes up a broader view of the
person (Lancer Clutterbuck and Megginson 2016). The focus of mentoring is on career and
personal development whereas the focus of coaching is basically on the developmental issues.
Formative Activity 2
Case Study
Main Issue with the case Study
After going through the case study the major issue that can be cited is the stoic attitude of
the CEO of the business enterprise. The CEO is not ready to accept any kind of ideas from others
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and believes his ideas to be the best in all circumstances. Such a strange attitude cannot
guarantee sustainability in the business organization. The major issues in this case are thus
ethics, lack of proper communication and trust and also a conflict of personality in between the
CEO and the others in the organization.
Handling the Issue
The only way to handle the issue is to readily accept the decision made by the CEO and
then make some amendments in the following decision. Such a decision can ensure success for
the business as the CEO will also be sure about the implementation of the plan and the managers
can also upgrade the plan to change the performance of the business enterprise. The issue can be
handled by talking to the CEO and check out on whether there can be any possible replacements
for the organization.
Activity to be undertaken in case of the CEO not changing the expectations
There can be problems when the CEO will not abide by the amendments to the original
strategy and will force the other supervisors to stick with the original strategy. The best way in
such a case will be to abide by the CEO and ensure that the employees are trained according to
the strategy to be implemented by the business organization.
Obtaining support
The strategy of the CEO can be changed after a thorough review and analysis of the
situation and then by showing the future results of the chosen strategy to the CEO. The display of
the predicted negative results must be shown to the CEO. The support must be obtained and
integrated to ensure that the business enterprise has a competitive edge in the market. The
responsibilities of the managers, leadership behavioral styles and professional development
styles must be developed to ensure success.
Formative Activity 3
Process or procedures
The code of ethics to be followed in the business coaching strategy includes the likes of;
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a. Proper ethical codes- Following the proper code is utmost important for the success of
the business organization.
b. Practicing the best procedures- The practice of the best possible techniques is essential
for the success of the business. The practice of the correct procedures can ensure a clean
and transparent process.
c. Maintaining privacy and safety- Privacy and safety of the information regarding
coaching must be kept accordingly to ensure that the coaching procedure practiced is
successful in nature. Privacy and safety are the basic means to ensure safety of the
business coaching.
d. Promote the Code of Ethics to coaches and coachee- Promotion of the ethical codes to
the coaches and the participants to ensure their full knowledge about the code.
e. Conflict of interest- The conflict of interest occurs when differences occurs in between
the coach and the coachee.
f. Devise a complaint process- A complaint and a feedback process can be devised that can
help the management of the company to identify the problems in the coaching process.
Formative Activity 4
Listing and Description of different kinds of two basic coaching techniques
a. GROW MODEL
b. FUEL MODEL
Identification of the different kinds of procedures and processes needed to support the
Technique
a. Coaching Tool- The completion of a short questionnaire is essential for the business
organization. The completion of the following process can help the clients to recognize
the progress and success of the coaching program in the business. The technique helps
the clients to mentally prepare for the upcoming meeting that makes the session
preparation super effective in nature (Bachkirova Arthur and Reading 2015). There will
be no surprises and you can easily adjust the session to your client’s needs. The presence
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of a perfect group and team that teaches the techniques can help use the responses as a
starting point for the next meeting.
b. SMART Goal setting technique- The SMART goal technique stands out for Specific,
Measurable, Attainable, Relevant and Time-Based. The following technique will be
bringing a clear structure to the goals of the coaching strategy of the business enterprise.
Each of the different goals and the milestones comes with different kinds of clear and
verifiable elements instead of vague resolutions. The SMART Goal in the organization
can include the likes of the selection of a specific criterion or target to select a number of
participants for the coaching activities. The selection of the following techniques is useful
for the coaching procedure.
Formative Activity 5
Identification Process
Development
areas
Success
measures
(data)
Timeline Feedback
1. Selectio
n of best
experts
Market Data
(Identification
of the best
experts from
available data
in markets)
2 months Best experts can help
develop the coaching
program
2. Mentori
ng
Experts
Market Data
and internal
data
(Appointment of
best experts who
can help impart
their experience
to the selected
participants
1 month Mentors can help increase
the experience and
confidence of the trainees
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from both
outside the
company and
also from within
the company)
3. Practica
l
example
s
Providing
practical
training by
expert people
4 months Practical courses can help
to develop the skills of the
participants
The above table shows the coaching strategy implementation process as selected by the
management of UBER Company. The coaching strategy process starts with the decision of the
choice of the strategy to be chosen by UBER and ends with the assessment and review of the
feedbacks along with implementation of an action plan to mitigate the gaps in the strategy.
Overall the project will be taking a time of approximate 160 days to get over completely.
Recommendations to improve coaching in Telecommunication Company
The main recommendations in this particular case include the likes of;
 Selection of the best experts from the market who are familiar with the coaching process
and also quite capable of leading a team from the front
 The management of UBER can also apply different new techniques like the concept of
driverless cars for the future and train the team with the latest possible coaching to gain a
future insight of such advanced level of technologies
Formative Activity 6
Outline of two storage methods for coaching data or information
The data that is used for coaching must be stored in a safe and secure manner to ensure
the privacy and safety of the data. Two such methods to store data are as follows;
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a. Centralized Storage- The centralized storage of data helps the organization to store data
in a central server such that the data is easily accessible to other regional centers (Gray
Garvey and Lane 2016).
b. Computer based Storage- Computer based storage of data can be done by storing the
data used in coaching methods in a computerized form which includes files and folders.
Risks Associated
The storage of the data in a computerized and magnetic version involves high degree of
risks. The high degree of risks lead to problems as leakage of coaching information leads to the
failure of the coaching program (Lancer Clutterbuck and Megginson 2016). The data stored in
the computerized version can be easily hacked. Therefore the organization needs to develop a
safe and secure gateway for the places where the information regarding the coaching will be
stored.
Formative Activity 7
Identification of the key factor for all reporting methods
Some of the major methods of the reporting coaching methods are as follows;
a. Control Groups- The comparison of the results of the coaching with a group of controlled
individuals undertaking the coaching program and that of the ones who are not
undertaking the program in UBER can be one of the most effective approaches to
identification of the key results of the coaching methods applied in UBER.
b. Creation of an evaluation framework- The creation of an evaluation framework is
essential for UBER to understand the success rate of the implemented coaching strategy.
The presence of the expected coaching framework and comparison of the same with that
of the implemented coaching framework will be the best strategy to identify the success
rate of the strategy integrated by the management of UBER (David 2016). A figure for
the coaching evaluation in UBER can be as follows;
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Description of two methods of evaluating the success of the coaching programs
Two different methods can be identified for the measurement of success rate of the
applied coaching strategy is given below;
a. Timelessness- The success of the coaching program can be judged if the program has its
continuation for a long period of time. The more the continuation, the more is the ability
of the organization to have a great success rate.
b. Cost Effectiveness- A reduced cost of the coaching program can ensure effectiveness for
the business coaching. The strategy of the coaching to ensure cost-effectiveness is
important for the business organization.
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References
Bachkirova, T., Arthur, L. and Reading, E., 2015. Evaluating a coaching and mentoring
programme: Challenges and solutions. International coaching psychology review, 10(2), pp.175-
189.
David, S., 2016. Beyond goals: Effective strategies for coaching and mentoring. Routledge..
Gray, D.E., Garvey, B. and Lane, D.A., 2016. A Critical Introduction to Coaching and
Mentoring: Debates, Dialogues and Discourses. Sage.
Lancer, N., Clutterbuck, D. and Megginson, D., 2016. Techniques for coaching and mentoring.
Routledge.
Le Comte, L. and McClelland, B., 2017. An evaluation of a leadership development coaching
and mentoring programme. Leadership in Health Services, 30(3), pp.309-329.
Onchwari, G. and Keengwe, J., 2008. The impact of a mentor-coaching model on teacher
professional development. Early Childhood Education Journal, 36(1), pp.19-24.
Parsloe, E. and Leedham, M., 2016. Coaching and Mentoring: Practical techniques for
developing learning and performance. Kogan Page Publishers.
Passmore, J., Peterson, D. and Freire, T., 2016. The Wiley-Blackwell handbook of the
psychology of coaching and mentoring. John Wiley & Sons.
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Part B
Question 1
Explain the ways that one can assist in identification of the coaching opportunities and how
can one promote and highlight ones that are occurring and the ones that could occur to
meet unmet needs, in the company context.
Answer to Question 1
The present set of managers who are currently employed to undertake the coaching
program in the business organization are seen to be big failures as they have been constantly
underperforming which have led to a significant loss for the business enterprise. The MD of the
organization wants a dynamic leader to be appointed in the coaching role. The person to be
appointed can thus utilize the specific role and work according to the requirements of the
organization. The new coach can help in the identification process by;
a. Improving the required skills of the business enterprise
b. Improving the policies of retaining the employees in the business organization
c. Marking and highlighting the special activities to be done by the employees of the
business
Question 2
What processes need to be considered to monitor and support the implementation to
ensure the success of the coaching strategy?
Answer to Question 2
Some of the major steps that need to be considered before the implementation of the
coaching strategy of the business are as follows;
1. Signing a proper agreement to ensure that the employee verbally agrees to the
performance of the coaching program
2. Exploration of alternatives is another process where the coach can help the trainee to
learn the total process and then step into a new training
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Question 3
Describe what information should be contained in a coaching strategy.
Answer to Question 3
According to, Boyatzis Smith and Van Oosten (2015) Coaching information generally
comprises of a large number of different information. Such a large information contains a large
number of different aspects and elements like the detailed knowledge of the employees, the
process by which a mutual and long lasting trust is build in between the employees, the process
by which the collaboration of the coaching staffs and the management of the company
implements the strategy and most importantly the data regarding the collection, analysis and
storage of the feedback responses.
Question 4
Outline the Principles of Coaching Program Design.
Answer to Question 4
The different kinds of principles in the coaching program include the likes of;
 Responsibility of the coaching staff as well as the employees who are being coached Mission and goals of the business enterprise The feedbacks and the responses from the employees who are being coached The perceptions of the coaching teamQuestion 5
Explain why the resource requirements of coaching vary depending on the use of the
model.
Answer to Question 5
Coaching Models Determination Of
The Models
Resources Needed
To Implement The
Model
1. FUEL
Coaching
 Formulating
the conversion,
 Huge
knowledge,
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Model knowledge of
the present
scenario,
exploration of
the expected
state
critical steps
has to be
undertaken
2. GROW
Coaching
Model
 The
consideration
of the present
situation, the
options
available, the
issues that
disturbs the
program, the
willpower of
the coach
 Time and
Adequate fund
3. CLEAR
Coaching
Model
 Opening and
listening to the
discussion,
exploring the
options and
taking
necessary
actions
 Time and fund
Question 6
Describe three methods that can be used to match and manage coaches and the trainees.
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Answer to Question 6
Different training methods to manage the coaches and the trainees of the organization are as
follows;
 Computer Based Training- The computer based training is used in large companies
where computers and the computer technology is being used to manage the coaching
program (Eastcott 2016). The advantages are that it can be customized and the coaching
method is flexible in nature.
 Classroom based Training- The training done with the help of video, projector or the
least by the use of blackboard. The following method is useful as because it involves
direct learning and is also very much cost effective in nature.
 Online or e-learning- Different companies have now started using computer based
coaching techniques that are quite easy to use. According to, (Sonesh et al. 2015)the
companies have been using the e learning as most of the employees are nowadays
equipped with electronic gadgets that support such kind of coaching activities. The
following method is becoming more and more popular on the basis of the industries.
Some of the advantages of using the following learning are it is effective and also helps
to save money. It also helps to impart coaching to the trainees easily.
Question 7
Describe two methods one could use to reduce risk of confrontation and resolve differences
between the coaches and the trainees that reflect legal, regulatory and organizational
compliance requirements for the coaches including confidentiality and privacy statements.
Answer to Question 7
The major methods that can help in the reduction of the organizational conflict are;
a. A proper communication of the major methods of the coaching and also the elements and
the different aspects in the coaching process
b. The policies of the coaching strategy formulated by the management of the business
organization has to adhere by all the rules and regulations
c. The coaching staff can be able to study the emotions of the people
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Question 8
Explanation of the concept of timeline adherence and reflection of regulations.
Answer to Question 8
The timeline adherence concept is the way by which the employees taking the coaching
under the coaching staffs will be sticking to the time schedule as formulated by the management
of the business organization.
Question 9
Identification of the ways that can help to promote coaching and obtain organizational
support for the strategy. Also include description of communication techniques and data to
be used.
Answer to Question 9
Some of the main methods by which the people can easily get the support sor the strategy
are as follows;
a. Policy of helping first and then getting paid- The coach can garner success once they
have the attitude of first helping out with the problems and then considering the option of
getting paid (Boyatzis Smith and Van Oosten 2015). The management will then have the
idea of first work and then pay.
b. Asking the correct questions- The coach will garner interest and respect from the
employees once he asks the correct questions to the employees about their problems.
c. Leveraging the experience- Sharing the personal experience of the coach is another way
to attract interest from the organization and the employees who are being coached.
d. Use of video to attract clients- Showing presentation using videos can help the coach to
garner reputation and be established as a shrewd and successful business coach.
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Question 10
Write a list of processes that will be needed to create and implement for the strategy to be
successful including succession planning.
Answer to Question 10
Some of the major process needed to ensure the success of the coaching program is as
follows;
a. Proper recruitment procedures for the best coaching staff of the organization
b. Presence of a proper selection process with the presence of different criterions for the
selected people
c. Identification of the people who needs to be trained by the coaching staff
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References
Boyatzis, R.E., Smith, M.L. and Van Oosten, E.B., 2015. Illuminating the scholarship of
coaching.
Eastcott, D., 2016. Coaching and mentoring in academic development. In Advancing practice in
academic development(pp. 110-126). Routledge.
Gams, A., Petrič, T., Do, M., Nemec, B., Morimoto, J., Asfour, T. and Ude, A., 2016. Adaptation
and coaching of periodic motion primitives through physical and visual interaction. Robotics and
Autonomous Systems, 75, pp.340-351.
Kessler, D. and Graham, F., 2015. The use of coaching in occupational therapy: An integrative
review. Australian occupational therapy journal, 62(3), pp.160-176.
Kurz, A., Reddy, L.A. and Glover, T.A., 2017. A multidisciplinary framework of instructional
coaching. Theory Into Practice, 56(1), pp.66-77.
Le Comte, L. and McClelland, B., 2017. An evaluation of a leadership development coaching
and mentoring programme. Leadership in Health Services, 30(3), pp.309-329.
Sonesh, S.C., Coultas, C.W., Lacerenza, C.N., Marlow, S.L., Benishek, L.E. and Salas, E., 2015.
The power of coaching: a meta-analytic investigation. Coaching: An International Journal of
Theory, Research and Practice, 8(2), pp.73-95.
Vandaveer, V.V., Lowman, R.L., Pearlman, K. and Brannick, J.P., 2016. A practice analysis of
coaching psychology: Toward a foundational competency model. Consulting Psychology
Journal: Practice and Research, 68(2), p.118.
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Part C
Activity 1
Documented Coaching Strategy including all components
A number of benefits can be gained with the appointment of an internal coach in the
organization. This helps to understand the culture and also the development of the talent needs of
the employees. The sole purpose for the appointment of a coaching team by the management of
UBER is to ensure that they stay ahead in the business and enjoy a competive edge over the
others. Documentation of the coaching strategy is utmost important for the business organization
as the process of documentation ensures the process of leveraging the knowledge base and the
expertise as an internal employee and also ensure a continuous improvement. Some of the
components of the documentation of coaching strategy that might be followed by the business
organization are as follows;
a. Aligning the strategies with the goals of the management of UBER
b. Drafting of a plan mentioning the different time, goals and the employees of UBER
who will be coached
c. The process of launching
d. The scheduling, designing and maintain the secrecy of the coaching plan and the
different strategies
List of Supported Material and data sources
The supported material needed for coaching in the organization will include the different
reports of the company, the records obtained from the performance reports of the company, the
feedbacks from the earlier coaches and also feedbacks from bthe customers. The supported
material and the mentioned sources of data are thus useful for the organization as because it
helps the coaches to implement the best coaching strategy according to the needs of the
employees and by judging their area of weakness.
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Completed Matching Coach to trainee tool
The matching of the coach and coachee is extremely important for the success of any
kind of business coaching activities. The matching of the executive coaches with the one’s being
coached is the essential ingredient for effectiveness. The matching is generally described as an
attempt to identify a coach who can meet the needs of the coachee. The importance of matching
is the basis for the success of the individuals as the management of UBER must appoint those
coaches who can easily match the temperament and learning style of the people who are selected
to take the coaching program. Some of the important factors for the matching are as follows;
a. Cultural Diversity
b. Gender Diversity
c. Common surface diversity
d. Values and Personality
Developed recruitment process for coaches and trainees
The recruitment process selected by the management of UBER to select the appropriate
individuals for the coaching program is as follows;
a. Phase 1- Full briefing and provision of detailed job specification
b. Phase 2- Sourcing of the candidates
c. Phase 3- Screening and interviewing the candidates
d. Phase 4- Preparation and submission of the CV’s
e. Phase 5- Company has to interview the selected candidates
f. Phase 6- Offering the job to the selected candidates
g. Phase 7- Beginning of the required development intervention
Example of Induction and training tools and resources
The management of UBER must ensure the presence of an effective induction process as
such induction processes are timely, engaging and organized and provide a great first impression
of the company. Coaching manuals, coaching documents, presentation tools can effectively be
said to be the main resources for the training.
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Examples of Strategy Promotion
Some of the major strategies that can be implemented to promote the business coaching
are as follows;
a. Segmentation of the coaching strategy by means of inducting differentiation in variety,
design and techniques of the coaching
b. Providing free contents to make the coaching content easier and smooth to adopt to the
coached employees
c. Asking for coaching referrals can also act as a great way of promotion
d. Using tripware which is the process of turning the potential clients into buyers
Example of Documented coaches support procedure and process
Coaches support procedure generally involves the support provided by the management
of a company to the coaches in order to ensure the success of the coaching program. In this
particular case the management of UBER will provide all the necessary documents related to the
coaching elements and provide a history of the employees and their weaknesses to the coach to
help him easily identify and close the gaps present among the people.
Mission Statement for the program
The mission of the following leadership program is to provide the best leadership
coaching to the trainees by giving practical lessons related to organizational leadership.
Evidence of facilities physical Location
The coaching will be conducted in the UBER office and the practical roles of leadership
will be presented in collaboration with the higher management of the organization.
Evidence of Method or mode of interaction
The mode of interaction for the coaches will be based on the physical environment and
the way the employees are comfortable with each other. The process of communication will
basically be based on electronic modes as coaching manuals and other documents will be
provided online to the participants.
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Documented roles and responsibilities and Compliance analysis
The roles and responsibilities of the participants will be distributed according to the
differences in the organization. The training on leadership will help the employees to gain a
proper understanding of the roles.
Timeline
Task Name Duration Start Finish
Project UBER Coaching Strategy
Implementation Process
160 days Wed
2/13/19
Tue
9/24/19
Selection of the Strategy to
coach the employees of UBER
1 day Wed
2/13/19
Wed
2/13/19
Organization of a meeting
with the concerned parties
related to UBER
4 days Thu
2/14/19
Tue
2/19/19
Internal Study to determine
the feasibility of the Coaching
Strategy in UBER
35 days Wed
2/20/19
Tue 4/9/19
Recruitment of Coaching
Experts
25 days Wed
4/10/19
Tue
5/14/19
Establishment of the
coaching agreement by UBER
5 days Wed
5/15/19
Tue
5/21/19
Collection of Review data and
feedback from the employees
taking the coaching
50 days Wed
5/22/19
Tue
7/30/19
Implementation of Action
Plan according to the review
20 days Wed
7/31/19
Tue
8/27/19
Providing a post
implementation follow up by
the management of UBER
20 days Wed
8/28/19
Tue
9/24/19
Checklist
The coaching checklist is another complex task that has to be managed by the
management of UBER with utmost care. The main checklist chosen by the management to
undertake the leadership training are as follows;
1. Trust and mental attachment of the coaches and the coachee
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2. Listening and actively being present which refers to focusing on the service and carrying
out the activities easily
3. Understanding the contents of training
4. Scheduling and planning
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Activity 2
Documented Evidence
Considering the case of two trainees or participants undertaking the coaching prepared by
UBER, it is seen that both of them has completed the theoretical training but are still to undergo
the required tests in practical training.
Tools Developed for matching participants
Some of the major tools that must be needed for undertaking the coaching program
include;
a. Leadership 360 toolkit
b. Virtual Intelligence
c. Personal Directors tool
d. 3C’s Tool
Complete Coaching Activities
The implementation of the practical training and the screening process of the participants
after the completion of the training will be considered as the end of the training process.
Monitoring the Coaching activities and evaluation of data
The regular checking and the monitoring of the coaching activities on whether the
performance of the employees has improved is an important process that needs to be completed
to ensure business success.
Review of results
The results of the coaching program will be assessed and reviewed on an individual basis.
The review process will help the organization to implement the necessary changes needed for
greater success.
Report outlining the outcomes and future improvements to the strategy
A proper feedback will lead to the continuation of the coaching course according to the
present processes whereas a bad review will lead to amendments in the strategy.
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Rewards
The reward program while undertaking the coaching program will act as a great
motivation for the employees undertaking the course and they will try to utilize the scope for the
development of their leadership qualities accordingly.
Professional Development activities to coaches
Developmental activities of the coaches will include the induction of specialized
leadership manuals, providing best training facilities and also providing practical examples to
make the coaching program much easier to understand.
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Bibliography
Fusco, T., O’Riordan, S. and Palmer, S., 2015. An existential approach to authentic leadership
development: A review of the existential coaching literature and its relationship to authentic
leadership. The Coaching Psychologist, 11(2), pp.61-71.
Gaddis, B.H. and Foster, J.L., 2015. Meta‐analysis of dark side personality characteristics and
critical work behaviors among leaders across the globe: Findings and implications for leadership
development and executive coaching. Applied Psychology, 64(1), pp.25-54.
Hawkins, P., 2017. Leadership team coaching: Developing collective transformational
leadership. Kogan Page Publishers.
Kessler, D. and Graham, F., 2015. The use of coaching in occupational therapy: An integrative
review. Australian occupational therapy journal, 62(3), pp.160-176.
Kilburg, R.R., 2016. The development of human expertise: Toward a model for the 21st-century
practice of coaching, consulting, and general applied psychology. Consulting Psychology
Journal: Practice and Research, 68(2), p.177.
Sonesh, S.C., Coultas, C.W., Lacerenza, C.N., Marlow, S.L., Benishek, L.E. and Salas, E., 2015.
The power of coaching: a meta-analytic investigation. Coaching: An International Journal of
Theory, Research and Practice, 8(2), pp.73-95.
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