Planning and Implementing a Coaching Strategy

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