Case Study Analysis: Coaching and Performance Improvement at L-Bank

This case study examines the challenges faced by Tina Orton, a new employee at L-Bank, who struggles with a lack of support, networking, and job clarity, leading to demotivation and emotional distress. The analysis proposes a coaching approach by her boss, Haldeman, focusing on performance management, organizational learning, and self-awareness. It suggests implementing performance appraisals to identify development areas, fostering organizational learning through specialized roles, and cultivating self-awareness to enhance leadership effectiveness. The solution aims to improve Tina's performance and integrate her into the bank's culture by addressing her specific needs and promoting emotional intelligence.

Running head: COACHING AND IMPROVE PERFORMANCE
coaching and improve performance

COACHING AND IMPROVE PERFORMANCE 1
Problem associated with Tina Orton
Tina Orton was forty years old who had joined bank recently and never worked in a bank before.
The background of the Tina Orton was in construction in a project management. That time their
role in the bank is new so that there was a lack of hand over and especially the deficiency of a
description of the job. She had felt demotivated as no one in the company helping her and
understand her situation, not even the Haldemann and Berger. It was seen that whenever she took
any step ahead, then she faced some obstacle or hurdle in between her path and objectives and
the goals had been looked out of her reach. The biggest problem with her was that she did not
have any network which was an essential part of her job as in L-bank every work ran with the
help of the informal network. In L-bank people over there hired and got promoted due to their
connections, decisions were taken over breaks of coffee. As the Tina Orton was wholly new in
the company so she cannot keep up with the necessity of her work. Tina Orton has introvert
nature and unable to speak a local language of that area, so it was very difficult to her to meet
people over there and do interact with them. Also she has not had a connection with Haldeman at
the time of her first weeks and accordingly she was not comfortable with asking him for some
help to reduce the difficulties and for support. Haldeman who was a strong believer in the
supervision of hands-off did not intervene as he thought that if he did not receive anything to the
adversely, Tina Orton was comfortable with her work. The first meeting with the boss
(Haldeman) and Berger did not go well due to the disagreement of the team members. Tina
Orton did not have track recording, and so there was no credibility in an organization. Orton has
many ups and downs in her way and felt demotivated but everyone in the team felt that she was
confident enough so nobody did interference in her way, but she was emotionally weak and felt
that more workload but the meeting end with unexpected way as Tina Orton had tears in her eyes

COACHING AND IMPROVE PERFORMANCE 2
after the meeting because of the frustration and the exhaustion due to the workload. She was only
closed with her peer as she used to work late in the night so everyone noticed her for this only so
she could not tell anyone about her condition. She became an obsessive worker in her office. She
could not give any directions because of the continuous inadequacy of support from the
management. After the workload divided between the Berger and the Haldemann still the
situation of the Orton was same as then also she used to work late at night with that frustration
and exhaustion only and again she felt emotionally weak and busted out in a tear. ("IMD
International", 2017)
Coaching
The coaching should be given by the boss (Haldeman) of the Tina Orton for helping her in her
success. Firstly he announced the meetings to reduce the workload from Tina Orton and divide
the work between others but it does not help the Tina, so he decided to organize a coaching for
Tina.
Coaching includes three stages-
1. To make changes in the Performance Management approach
2. To identify the need for Organizational Learning
3. Determine the importance of Self-awareness of Personality in leadership (Anderson,
T.1998).

COACHING AND IMPROVE PERFORMANCE 3
To make changes in the Performance Management approach:
By giving appraisal for the performance, it is much attractive approach as it measures the
performance level and accordingly rates them. It is more useful to identify the key areas which
need development for the efficient performance which areas are good enough in an organization.
This approach is very common and successful these days. Under this approach, employees are
categorized according to their IQ level and assign the task accordingly.
To identify the need for Organizational Learning:
In organizational learning three elements are there majorly that is controlling the manual
workers, empowering knowledge workers and liberating insight workers.
 Controlling manual workers:
Jobs as per the skill, each team member of the team should be highly specialized for the
task related to the specific detailed. Performance should be measured with the tight KPIs
for ensuring optimum activity. Tina is not expected to portray the strategy of company or
uncertainty of the direction
 Empowering the knowledge workers:
The knowledge the Tina has should value for that so that she can get motivated. And
workers who have knowledge can give a recommendation for the change and empower
them to make decisions and expected from them to lead their team and empower their
team to do works as per the requirement and take action for the same.
 Liberating insight workers:
Analyze the knowledge the Tina already had and add value to her knowledge for the
current and future trend as per the requirement of the project of the L-banks. Make sure

COACHING AND IMPROVE PERFORMANCE 4
that Tina is comfortable to the changing working environment of the company and should
ambiguous. Tina should be transformed into insight employee. The performance of the
Tina should be managed by as per the quality of the insight.
Prepare the Tina as per the complexity level of the organization and identify the mindset of the
Tina by developing questions related to it and categorize into five groups make her give answers
for the questions to identify the performance level and the IQ of her. (Showers, et.al.1996).
Determine the importance of Self-awareness of Personality in leadership:
Change the Tina image from the logical, tough and logical into emotional intelligence and
empathetic. It is important to appreciate the needs of emotional and the personality on
performance and the motivation; personality self-awareness has become a necessary element of
the effectiveness of the leadership. Make a test of personality assessment to check the knowledge
and the effectiveness of the emotion in the leadership. (McDermott, et.al.2007)

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References
McDermott, M., Levenson, A., & Newton, S. (2007). What coaching can and cannot do for your
organization. People and Strategy, 30(2), 30.
IMD International. (2017). IMD. Retrieved 6 July 2017, from
http://www.imd.org/research/publications/education-publications-case-studies/2150/kerstin-
berger-a/
Anderson, T. (1998). Transforming leadership: Equipping yourself and coaching others to build
the leadership organization. CRC Press.
Showers, B., & Joyce, B. (1996). The evolution of peer coaching. Educational leadership, 53, 12-
16.