University Report: Analyzing the Importance of Coaching Strategies

This report delves into the multifaceted importance of coaching within organizational contexts, examining various definitions and models such as GROW, OSKAR, and CIGAR. It addresses formative activities related to coaching, including analyzing case studies, identifying ethical considerations, and outlining coaching techniques. The report covers essential aspects like coaching strategy implementation, data storage, and reporting methods. It further discusses the design principles of coaching programs, trainee-coach management, conflict resolution, and regulatory considerations. The report also explores the promotion of coaching successes and the recruitment process for coaches, providing a comprehensive overview of coaching practices and strategies to enhance leadership and employee performance. Finally, the report includes project activity scenarios focusing on identifying coaching opportunities, monitoring, and supporting coaching strategies within the workplace.

Importance of Coaching
Name of the Student
Name of the University
Author Note
Part A:
Formative activity 1
The first definition of coaching is that it is the process of equipping personnel with
tools, opportunities, skills, and other necessities, which are required by that person to
improve and be perfect at the work that they are supposed to do, and in an efficient manner
(Côté and Gilbert 2009).
The second definition suggests that coaching is a developmental training process in
which a trainer trains a person to help that person achieve his or her goals (Fleming and
Taylor 2018).
The third definition suggests that coaching is the process giving special classes to a
learner to help him or her excel in a particular field, differentiating from mentoring, as it is
more structured, formal, and generally takes place for a short duration of time (MacLennan
2017).

To analyze the above definitions, it can be said that the definitions can all be agreed
upon, except for the second definition. This is because of the fact that coaching can also
involve the motive of accomplishing the goals of the coach.
For example, an employee in a company can be perfectly fit for the job, and is ready
to pursue his or her goals in the company with the skills present within that individual.
However, proper training can be required to ensure that the person is able to abide by the
corporate regulations, and in the interest of the company.
Formative activity 2
1. The main issue of this case study is lack of openness to experiences. The CEO is a person
who is least concerned about what other people think about certain actions, and is stubbornly
hesitant towards other alternatives, than his own decisions. He is an impulsive person and
since he wants other people to conclude what he wants them to, it could be problematic. This
is because not every person has the same perspective of every issue, and messages have to
specially designed to make sure that people conclude only what they are required to.
2. If the CEO does not change his expectations from me, the only thing that could be done is
to ensure that messages only focus on the main conclusion of the communication process.
Each sentence should lead to the desired conclusion.
3. To obtain support from the organization, it is important to first establish the importance of
the benefit of the proposal which the coaching would bring to the organization. Focus should
only be on the positive aspects, and weaknesses of the proposal should be outnumbered by
the positives. Next, it should be explained why the planned coaching strategy is the best way
to achieve the goal. There should be a clear link between the goal and the medium.

Formative activity 3
The three procedures to ensure that a coaching strategy or action is adhering to the
code of ethics, is as follows (Wabccoaches.com 2019):
 Evaluating whether the coaching action is legal.
 Evaluating whether the coaching strategy is balanced in the favor of the coach and the
learner.
 Evaluating whether the coaching strategy would hurt the feelings or interests of the
learner, or anyone involved with it.
Formative activity 4
The two basic coaching techniques are as follows:
GROW model of coaching: In this form of coaching, the goal is first established, the current
reality is assessed, options and obstacles are listed, and a way forward is formulated from
that.
SMART goal setting: In this form of coaching, the goal is first ensured to be sustainable,
measurable, attainable, and relevant and time based. This ensures that each goal is clear and
comprehensible rather than being vague resolutions to a problem.
The steps that have to be followed in order to ensure that a particular technique is fit
for the situation, are as follows:
 Pre assessment of psychology
 Assessing perceptions of the people on the technique.
 Engaging stakeholders to review the technique.
 Engaging subordinates to review the technique.
Following are the ways to support a coaching technique:

 Deciding on the common goal.
 Setting individual goals.
 Identifying roadmaps towards the goals.
 Understanding learner motives.
Activity 5
Monitoring time table
Coach name: Date:
Development
areas
Learner
activities
Success
measures
Manager
activities
Milestones Target
dates
Data to be sourced would be qualitative in case of all of the criteria, except for
success measures.
Following are the recommendations for effective improvement of the coaching
strategy:
 Devise clear goals that include benchmarks and deadlines.
 Be prepared to help with time management.
 Frame feedback in a forthright and positive manner.
 Follow up on feedback.
 Emphasize effort over ability.
 Celebrate accomplishments.

Formative activity 6
The two data storage methods of coaching are electronic storage and paper based
storage.
Paper based data is hard to keep track of, and once they are gone, they cannot be
retrieved.
Electronic storage is also volatile. If by any chance they are deleted, chances are that they
might not be retrieved again. Furthermore, this form of data is hackable.
Formative activity 7
1. The two methods of reporting on coaching programs are as follows:
 Self reporting
 Third party reporting
The only key factor of all reporting methods is performance measurement.
2. The two methods of evaluating coaching programs are as follows:
Cost effectiveness: Cost effectiveness is the method of analysing how much effective the
investment on the training program was. In other words, success measures are first analysed
to ensure that the main motive of the training program has been accomplished, or at least it is
analysed to what extent it has been accomplished. After that, the investment is analysed
against it, to ensure that the quantitative cost was profitable against the qualitative outcome.
Emergency management: It is vital for learners to be able to perform well under emergency
situations, or in situations of crisis. This is vital to ensure that they have indeed learnt enough,
and that the coaching program was effective in ensuring that the learners have acquired the
required skills to be perfect in the job, which they are supposed to do. Hence, sometimes

evaluation of the success of the training program is done by putting the learners under
emergency situations to find out how effectively they can pull off the job in states of crisis.

Part B
Answer 1
The coaching opportunity which exists at the present in the company involves
coaching certain people to make them regain confidence. Adopting the GROW model of
coaching would ensure that obstacles to their confidence and motivation levels are
eliminated. The possible coaching opportunities in the future can involve skill based
coaching, since lack of motivation and confidence can reduce production levels at work.
Answer 2
Before finalizing a coaching strategy, following are the steps that are required to be
taken:
 Consulting with Management to champion the coaching program and get them on
board
 Ensure the workplace employees are on board with the coaching program
 Ensure communication systems are in place
 Provide training for those involved in the coaching program
 Continue promoting the program throughout.
Answer 3
Following are the information contained in a coaching strategy:
 Administration
 Amount of material support
 Application in the workplace
 Content and resource
 Expected outcome
 Method of interaction
 Roles and responsibilities
 Reporting requirements

 Coaching skills
 Scope
 Time
Answer 4
The principles of coaching program design are as follows:
 Giving enough attention to the design, as much as one would to a new innovation or a
leadership program.
 Giving enough time during the design phase, to ensure that quality of the design is not
sacrificed due to rushing of the design phase.
Answer 5
Model Determination Resources required
GROW model It is goal oriented, and aims
at removing obstacles from
the current situation to meet
those goals.
Knowledge on goal
Reports on performance
levels.
OSKAR model It anticipates the outcome
and scales the situation from
1-10, and is determined
from a situation which
requires resources to
proceed with.
Technology like computers.
Budget sheets containing
resources required.
CIGAR model It is determined by existing
gaps that exist between a
Knowledge on goal
Reports on performance

current situation and the
desired goals.
levels.
Answer 6
Coaches and trainees can be managed and matched on the basis of the following
characteristics:
 Development goals
 Specific topical interests
 Location
 Experiences
 Matching preferences
Answer 7
Following are the ways in which conflicts could be resolved between trainees and
coaches:
 Finding a mutually beneficial solution
 Self-disclosure
 Inviting discussion
 Providing explanations
 Accessing assistance.
Answer 8
Following are the regulations that require to be considered before implementation of a
coaching strategy:
 Confidentiality and Privacy
 Anti-discrimination and Harassment
 Work Health Safety
 Environmental
 Codes of practice.

Answer 9
Coaching successes can be promoted in the following ways:
 Face-to-face conversations with colleagues.
 Work unit meetings.
 E-newsletters or e-mails.
 Hard-copy flier, placed in staff mailboxes.
 Ads on organization’s intranet homepage.
 Posters and noticeboards.
 Social media platforms.
Answer 10
The recruitment process for coaches is as follows:
 Managers and supervisors who match the criteria for the program design, would
be the first choice. Amongst them, the one who is most willing and is most
qualified to justify the role, would be recruited.
 Volunteers can also be interviewed based on their qualifications and assessing
how much fit they will be for the role of the coach.
 Finally, to increase the scope, ads can be placed in strategic places such as the
noticeboard or the intranet website.
As a measure of succession planning, people who were most interested but could
not qualify for the role, would be ranked according to their qualifications, for future
recruitment.
PART C
Project Activity Scenario
1. Identification of coaching opportunities in the workplace:

Learning in business organizations is very essential. Understanding the necessity of
staff development and training the employees is important. Identification of the training
needs in the workplace:
 Set clear expectations
 Monitor performance
 Feedback from the employees
 Organizational, work and task analysis
 Setting up a development plan
 Setting up a focus group
 System of coaching and monitoring
The company understands the importance of coaching in the workplace but lack of
organized plan fails to utilize the potential talents of the company. The organization
has clear expectations. The trainers monitor the performances of the employers. They
also analyze the organizational tasks and allocate the tasks according to the
potentiality of the employee. The company fails to take feedback from the employees
and thus, cannot form focus groups for specific tasks. The system of coaching and
monitoring is very weak in the company due to the lack of a proper development plan
for training and monitoring.
Process for monitoring and supporting coaching strategy
Coaching in an organization improves the performance of the employees. In order to
support the strategies of coaching, following process needs to be followed by the higher
authorities of the company.
 Analyze: Collect the data of performance of each of the employees and
segregate them by their performance. Identifying the unique gaps in the
performance of the individual employees who needs training. It is also
essential to prioritize the maximum effect of opportunities for improving the
performances.
 Prepare: In order to start the coaching, the objectives, plan of interaction,
anticipation of the objectives and preparation in order to overcome the
challenges are the key aspects to be taken care of.
 Conduct: Training sessions should encourage questions and sharing of new
ideas. It should be a two-way communication program, which also helps in
employee motivation.
 Document: Specific time and goals of the training should be set in order to
finish the coaching successfully.
 Follow up: Training is not one-time evaluation but is a process. Thus, regular
follow-up with the employees help in improving the performances.
Information contained in the coaching strategy

The aim of training is increasing the effectiveness, broadening the thinking,
identifying strengths and developing need. Managers should coach employees, which should
include:
 Building the relationship: Trainers should build trust by maintaining a good
relationship with the trainees which will help in clearing the doubts and developing
objectives.
 Providing assessment: It is the duty of the managers to help the trainees to gain self-
awareness and boost their motivation.
 Challenging assumptions and thinking: The training should encourage two-way
communication and also encourage open-ended questions. Pushing for various
solutions and risk taking should also be encouraged.
 Supporting and encouraging: The different perspectives and creative thinking should
be allowed and also encourage employees to express their emotions without judging
them.
 Driving solutions: Coaching should aim at reaching the goals of the organization. The
coach should help the employees to identify their behaviors and methods to reach the
goals.
Principles of coaching program design
The principles for designing coaching programs are –
 The coaching spirit: It is important to believe in the potential of individuals. Managers
should help every individual to lead and help in influencing. Managers also should
focus on the challenges and help the employees to overcome them.
 Relationship and trust: It is essential to maintain a healthy rapport in the organization
and practice integrity in order to build trust.
 Listening and intuition: Listening and then coming to a solution is essential.
Premature conclusions affect the performance of the employees. Impartial judgments
motivate employees to work harder.
 Feedback and awareness: Acceptance and awareness helps in cultivating
transformation. Thus, the company should spread awareness of the programs, goals
and objectives for the employees to understand its importance.
 Suggestions and simplifications: It is important to get consent before suggesting
anything. Managers and employees should study the behavior of successful
individuals in order to follow the right direction.
 Goals and action plan: Establishing goal ownership and strategizing action plan also
helps the employees to execute the tasks appropriately.
 Accountability and accomplishments: Completion of goals should be supported which
will drive accomplishments. Acknowledging progress and efforts is equally essential.