Business Coaching: Strategies, Implementation, and Evaluation

This report provides a comprehensive overview of business coaching, covering definitions, the difference between coaching and mentoring, ethical considerations, and various coaching techniques like the GROW and FUEL models. It includes a case study analysis, addressing issues related to leadership and communication, and offers recommendations for improving coaching programs within organizations like a telecommunications company. The report also outlines methods for data storage, risk assessment, and evaluating the success of coaching initiatives, emphasizing the importance of ethical practices and continuous improvement. Furthermore, it includes documented coaching strategies, supported materials, and tools for matching coaches to trainees, along with recruitment processes, induction resources, and promotion examples, concluding with documented support procedures, a mission statement, and evidence of facilities and interaction methods.

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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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