Planning and Implementing a Coaching Strategy

This document discusses the planning and implementation of a coaching strategy, including identifying coaching opportunities, obtaining approval, and program design principles. It also explores coaching models and resources required for implementation, methods to match and manage coaches and trainees, and ways to reduce the risk of confrontation. Additionally, it provides insights on how to assist in implementing coaching strategies in the workplace and promote coaching successes.

Running head: PLANNING AND IMPLEMENTING A COACHING STRATEGY
PLANNING AND IMPLEMENTING A COACHING STRATEGY
Name of the Student
Name of the University
Author Note

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PLANNING AND IMPLEMENTING A COACHING STRATEGY
Formative Activity 1
Coaching is all about developing and shaping a person’s skill and knowledge which
will help them to improve their job performance, which will also lead the organization to
achieve its organizational objectives. Although it may also have an impact on the employee’s
private life but coaching usually lasts for a very short period of time and mainly focuses on
specific skills and goals. Coaching generally targets a very high performance which improves
the work of the employees. Whereas mentoring can be defined as a relationship where a more
experienced or a more knowledgeable person helps or guides a less knowledgeable person
(Keperling & Ialongo 2013).
Coming to the differences between coaching and mentoring both the terms uses same
skill and the way of approaching whereas coaching is a shorter term and is task based, it has
been observed that mentoring can be termed as a long term relationship with the individual.
Mentoring helps in shaping an individual’s beliefs as well as the values in a positive way
where often a longer time is required for this process (Clutterbuck 2018).
Question 1
Explain how you can assist in identifying coaching opportunities
 Know your employees – Good managers and leaders should also thoroughly know
their team members. The leader should make efforts to know the employees on a
deeper level.
 Foster Transparency – Being transparent with the employees helps a leader to build
trust and also a deep relationship.
 Collaboration is key – Encouraging collaboration as well as recognizing the
achievements of the team and the organization inspires the member to rely on each
other in a team and work together.

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PLANNING AND IMPLEMENTING A COACHING STRATEGY
 Build Mutual Trust – A balanced trust between the coach and the member lies at the
root of the coaching. Members of the team can be clear and friendly with the leaders.
Question 2
Processes needed to be considered before obtaining the approval for coaching strategy
 Analyse – One should collect and then interpret the performance data and can
segment the employees according to their performances.
 Prepare – Before setting a session for the coaching strategies, coaching session
objectives will help focusing one or two behaviours as per meeting.
 Conduct – During the session asking relevant questions, sharing own perspectives and
insights can determine options to move forward with the plan.
 Follow Up – Coaching is a process, it is not an one-time evaluation, therefore the
members of the group has to wash, rinse and repeat with the process ( Landsberg, M.
2015).
Question 3
Information which should be contained in a coaching strategy
 Describe what the goals and objectives which are to be accomplished.
 Setting proper goals with the employees based on their performances.
 Making proper roadmaps along with milestones helping to reach the goals.
 Giving proper feedback to the employees after accomplishing their goals.
Question 4
Principles of coaching program design
 The Coaching Spirit.
 Relationship as well as trust.
 Asking questions and curiosity to know.

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PLANNING AND IMPLEMENTING A COACHING STRATEGY
 Sharing proper feedback and acknowledgement.
Question 5
Three examples of coaching models and resources required to implement those
NAME OF THE COACHING
MODEL
CHARACTERISTICS OF THE
MODEL
RESOURCES REQUIRED
1. GROW MODEL It improves the decision making,
solving problems, as well as goal setting
which puts learning and enjoyment at
the heart of the performance of
employees.
 Human Resource.
 Trainers
 Respective knowledge and
information
 Goals and Willingness of the
members
2. FUEL MODEL F is used as framing the conversation,U
is used for understanding current
scenario and E used to explore the state
of coaching, which is articulating the
vision of successful members, L stands
for Laying out the success plan and
achieving the desired results (Huff,
Preston & Goldring, 2013)
 Human Resource.
 Trainers.
 Business Simulations.
 Courses Required.
3. CLEAR MODEL This model is primarily used for goals
focused coaching, where the coach
supports and enables employees to
make changes to the beliefs and
behaviours to facilitate the professional
 Human Resource
 Coach
 Solution Models
 Explore Ideas

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PLANNING AND IMPLEMENTING A COACHING STRATEGY
growth.  Achieve Milestones.
Question 6
Describe three methods to match and manage coaches and trainees
 Instructor – led classroom training is the most traditional and very widely used
coaching method. Here the subject matter expert or the training manager prepares a
classroom usually a lecture or it can be a power-point presentation and presents it in
front of the group of trainees.
 Interactive methods or interactive trainings can be very effective as because it
combats two directional transfer of knowledge and empowers conversation and group
interaction.
 Video Training has also become a game changing media both for external and internal
coaching. Video based training helps the employees to grasp knowledge better and
faster.
Question 7
Two methods to reduce the risk of confrontation.
 Identifying the opportunities – If a leader tends to avoid conflicts, the topics which are
under lying which were hardly ever discussed can represent growth opportunities and
can innovate approaches which are yet to cover.
 Building a culture which will encourage giving and receiving feedbacks – If the team
members give frequent and healthy feedback, it can turn reducing the risk of future
conflict.

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PLANNING AND IMPLEMENTING A COACHING STRATEGY
Question 8
Assists implementation of coaching strategies in the workplace.
 Having a game plan: A clear vision of the goals and the objectives and the actions
plans to be implemented which will ensure that the employees keep their focus in the
results. The approach will help coaches to check which member is off the track as
well as need some re-calibration.
 Associate the game plan with individual goals: A coach will always recommend
approaches and various tools to lead the employee, but if the client is not focused on
attaining the expressed goals of the organisation, small changes can be made.
 Putting people in roles which suites their aptitude: Discussing natural propensities
with the employees and learning what they like to do suggests new and modified roles
for every individuals.
Question 9
Identify ways to promote coaching successes
 Help First. Get paid second: Finding ways to help as much people in as many ways
one can. The more a leader will help the more one will be recognized as a valuable
resource.
 Ask Right types of Questions: Having a very clear intake process and asking
appropriate questions ensures that the clients are managed very well.
 Leverage the experience: Corporate leaders seems to want to work with executive
coaches which have been corporate leaders also as well.
 Network with the coaches: Keeping a connection with the coaches or joining a local
networking group. If a right connection is made by some leader he can start referring
to the clients.

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PLANNING AND IMPLEMENTING A COACHING STRATEGY
Question 10
Recruitment processes to recruit coaches
 Internal Recruitment: It is a recruitment where it takes place within the organization.
The internal sources of recruitment mainly includes Transfer, promotion, and Re-
employment of ex-employees.
 External Recruitment: This recruitment has to be conducted outside the organisation.
It generally involves a lot of time as well as money. The external sources of the
recruitment process mainly include employment at the factory gate, various
advertisements, employment exchange offices and recommendations.
Formative Activity 2 – Case Study
Part A
Question 1
Identify the main issue within this case study. How do you handle the issue?
The key issue within the case study is that the CEO who is the direct boss is a bit
“control freak” who want to be sure that he gets the “right” results for his direct reports. He
wants to merge two department heads without appearing to be leading them to a specific
outcome that he wants.
Handling this issue is very easy as because the CEO is a control freak he want the
coaches to listen to him and follow his ideas and methods. Merging both the department
heads will really be helpful as because the team will be more effective and efficient use of the
resources.

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PLANNING AND IMPLEMENTING A COACHING STRATEGY
Question 2
What if the CEO will not change his expectations of what you can/will do for him?
One needs to be credible, it is all about the stands one take, the staff members with
whom the leader is working, one needs to be trustworthy in those areas. One has to be
obsolete whether or not that the coach is present or not, the coach wants the operation to be
completed within time.
Question 3
How would you obtain support in your organisation from the CEO and others to
initialise a coaching strategy?
Finding a coach who is respected as a mentor that is someone from whom one can
learn, who also a very good grasp of best practice has related to the job in the industry.
Taking time to debrief some specific actions, conversations as well as presentations beyond
with the coach.
Part B
Question 1
Explain how you can assist in identifying coaching opportunities?
 Knowing your employee, coach must know their team members just as a good
mechanic knows each and every feature of engine.
 Fostering Transparency, being transparent with employees will open communication.
 Celebrating Success is one of the best way to keep the team on track (Passmore 2014).
Question 2
Processes need to be considered to monitor and support the coaching strategy?
 Assessment
 Development

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PLANNING AND IMPLEMENTING A COACHING STRATEGY
 Follow-up
 Estimated length of coaching.
Question 3
Describe what information should be contained in a coaching strategy?
 Leaders values and visions
 Organizational Strategies
 Departmental Implementation
 Organizational Artefacts
Question 4
Principles of coaching program design
 The Coaching Spirit.
 Relationship and Trust
 Listening and Intuition
 Suggestions and Simplifications
Question 5
Three examples of coaching models and resources required to implement those
NAME OF THE COACHING
MODEL
CHARACTERISTICS OF THE
MODEL
RESOURCES REQUIRED
1.GROW MODEL It improves the decision making,
solving problems, as well as goal setting
which puts learning and enjoyment at
the heart of the performance of
employees.
 Human Resource.
 Trainers
 Respective knowledge and
information
 Goals and Willingness of the

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PLANNING AND IMPLEMENTING A COACHING STRATEGY
members
2.FUEL MODEL F is used as framing the conversation,U
is used for understanding current
scenario and E used to explore the state
of coaching, which is articulating the
vision of successful members, L stands
for Laying out the success plan and
achieving the desired results (Huff,
Preston & Goldring, 2013).
 Human Resource.
 Trainers.
 Business Simulations.
 Courses Required.
3.CLEAR MODEL This model is primarily used for goals
focused coaching, where the coach
supports and enables employees to
make changes to the beliefs and
behaviours to facilitate the professional
growth.
 Human Resource
 Coach
 Solution Models
 Explore Ideas
 Achieve Milestones.
Question 6
Describe three methods to match and manage coaches and trainees
 Instructor – led classroom training is the most traditional and very widely used
coaching method. Here the subject matter expert or the training manager prepares a
classroom usually a lecture or it can be a power-point presentation and presents it in
front of the group of trainees.

10
PLANNING AND IMPLEMENTING A COACHING STRATEGY
 Interactive methods or interactive trainings can be very effective as because it
combats two directional transfer of knowledge and empowers conversation and group
interaction.
 Video Training has also become a game changing media both for external and internal
coaching. Video based training helps the employees to grasp knowledge better and
faster.
Question 7
Two methods to reduce the risk of confrontation.
 Identifying the opportunities – If a leader tends to avoid conflicts, the topics which are
under lying which were hardly ever discussed can represent growth opportunities and
can innovate approaches which are yet to cover.
 Building a culture which will encourage giving and receiving feedbacks – If the team
members give frequent and healthy feedback, it can turn reducing the risk of future
conflict.
Question 8
Assists implementation of coaching strategies in the workplace.
 Having a game plan: A clear vision of the goals and the objectives and the actions
plans to be implemented and seeing that all the employees are focusing on the
objectives of the organization, which can in a way help the coach to check who is off
the track and need some re-calibration.
 Associate the game plan with individual goals: A coach will always recommend
approaches and various tools to lead the employee, but if the client is not focused on
attaining the expressed goals of the organisation, small changes can be made.

11
PLANNING AND IMPLEMENTING A COACHING STRATEGY
Question 9
Identify ways to promote coaching successes
 Help First. Get paid second: Finding ways to help as much people in as many ways
one can. The more a leader will help the more one will be recognized as a valuable
resource.
 Ask Right types of Questions: Having a very clear intake process and asking
appropriate questions ensures that the clients are managed very well.
 Leverage the experience: Corporate leaders seems to want to work with executive
coaches which have been corporate leaders also as well.
 Network with the coaches: Keeping a connection with the coaches or joining a local
networking group. If a right connection is made by some leader he can start referring
to the clients.
Question 10
Recruitment processes to recruit coaches
 Internal Recruitment: It is a recruitment where it takes place within the organization.
The internal sources of recruitment mainly includes Transfer, promotion, and Re-
employment of ex-employees.
 External Recruitment: This recruitment has to be conducted outside the organisation.
It generally involves a lot of time as well as money. The external sources of
recruitment mainly includes employment at the factory gate, various advertisements,
employment exchange offices, and recommendations (Weaving, Nevill & Abt 2014).

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PLANNING AND IMPLEMENTING A COACHING STRATEGY
References
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Clutterbuck, D. (2018). What's happening in coaching and mentoring? And what is the
difference between them?. Development and Learning in Organizations: An
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Côté, Jean, and Wade Gilbert. "An integrative definition of coaching effectiveness and
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Huff, J., Preston, C., & Goldring, E. (2013). Implementation of a coaching program for
school principals: Evaluating coaches’ strategies and the results. Educational
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Landsberg, M. (2015). The Tao of coaching: Boost your effectiveness at work by inspiring
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Passmore, J. (2014). Behavioural coaching. In Handbook of coaching psychology (pp. 93-
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Pronk, N., Lagerstrom, D., & Haws, J. (2015). LifeWorks@ TURCK: a best practice case
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Weaving, D., Marshall, P., Earle, K., Nevill, A., & Abt, G. (2014). Combining internal-and
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