Analysis of Leadership Coaching Program in Uber: Strategy

This report provides a comprehensive analysis of Uber's leadership coaching program, detailing the sources of data used, including organizational, work, performance, person, and content analysis. It outlines the key components of the coaching strategy, such as listening and communication skills,...Read More

LEADERSHIP COACHING
PROGRAM IN UBER
NAME OF THE STUDENT:
NAME OF THE UNIVERSITY:

SOURCES OF DATA
The different sources of data that were needed for the
analysis of the coaching program are as follows;
Organizational Analysis- The analysis of the
business needs or any other reasons for the training
is desired. The proper analysis of the strategies,
goals and objectives of the organization has acted as
a major source of data for the coaching program.
Work Analysis- The work analysis of the
organization involves the analysis of the different
kinds of activities that are undertaken by the
business organization. The particular analysis is also
the analysis of the job.

SOURCES OF DATA
Performance Analysis- The analysis and review of
the performance of the employees of the organization.
The performance of the employees is a great source of
gathering data for the coaching program.
Person Analysis- The analysis of the deal with the
expected participants and the different instructors in
the following process. The important questions that
will be answered by the following analysis serve a
great source for the coaching program.
Content Analysis- The analysis of the different type
of documents, laws, procedures that are used by the
management of UBER.

COMPONENTS OF COACHING
STRATEGY
The major components that the coaching
strategy in UBER are;
Listening Skills
Communicative Skills

IDENTIFICATION OF
STAKEHOLDERS
The stakeholders of the coaching strategy of
UBER include the likes of;
The shareholders and the upper level
management including the MD and the CEO
of UBER. Apart from this the other major
stakeholders are the employees who will be
trained with the new technique
The coaching staff appointed by the
management of UBER who will impart the
coaching to the selected group of employees

COLLABORATION AMONG THE STAKEHOLDERS
AND ORGANIZATIONAL SUPPORT
The collaboration of the concerned
stakeholders, the management of UBER along
with the coaching team appointed by the
organization is the main way of ensuring
success for the leadership coaching.
 A proper communication in between these
parties is the key to the success of the
business.
The organizational support will involve
mental, technical, financial and
infrastructural support from the business
organization.

Coaching Models
The main models that can be used by the
coaching team appointed by the UBER
management are as follows;
GROW Model
FUEL Model
SMART Model

INCLUSION OF THE INDUCTED
RESOURCES
The main resources in the case of the
organizational improvements include the likes
of the leadership expertise and the
providence of a well maintained and
constructed time schedule.
The presence of such a model will lead to the
success of the coaching in UBER.

COACHING AGREEMENT EXCERPT
The coaching agreement excerpts of UBER are
as follows;
The services to be provided by the coach to
the client will include theoretical coaching
and video based coaching. The format and the
scheduling will be designed in collaboration
with the client
The coach must promise the client about the
confidentiality of the data and the information
that is shared mutually between them

IDENTIFICATION OF LEGISLATION,
REGULATIONS OR OTHER COMPLIANCE
REQUIREMENTS
The legislation and other compliance
requirements need;
Safety and security of privacy
Enhancing the standard of compliance
Enhancing to meet the required needs
Avoiding cheating

DESCRIPTION OF COACH SELECTION
AND RECRUITMENT PROCESS
The coach selection and recruitment process by
UBER will involve;
Publishing of the vacant post and attracting
attention from the interested people
Screening the potential candidates
2 rounds of interview
Job Shadow of the potential candidate
Assessment of the clients and thorough review
Selection of the best candidate and
presentation of the package

METHODS OF PROMOTION
The promotion of the coaching program will
be conducted by means of adding different
innovations to the coaching program,
differentiating the total training model from
that of the others.

CONCERNS DURING START OF THE TRAINING
PROGRAM
The start of the training program will see a
number of issues as the workers will face
difficulties to adapt to the coaching program
at the start.
The issue can be easily resolved by providing
pay rise or financial perks to the trainees of
the organization.

NEW COACHING TASKS TO MAKE THE PROGRAM EFFECTIVE
The coaching tasks must incorporate latest
models and ideas from the market as well as
apply technological elements to make the
program more lethal and effective in nature.

PROFESSIONAL DEVELOPMENT
ACTIVITIES
Three professional coaching development
activities are as follows;
Starting with an end in mind
Staying updated with the latest coaching
procedures
Having a thorough knowledge of other
activities related to the subject

MONITORING OF COACHING RELATIONSHIPS
Monitoring of the coaching activities must be
performed daily in order to ensure that the
coaching program is in the right tracks.
The regular checking will make the program
more efficient and also help the management
to get the idea of the needs and demands of
the customers.
Such an idea will help the organization to
amend the coaching techniques accordingly.

REASON TO CONTINUE PROMOTING COACHING
PROGRAM
The coaching program must be promoted by
the management of UBER so that the
employees are capable of developing and
trying out new skills in leadership
development.

REFERENCES
Fusco, T., O’Riordan, S. and Palmer, S., 2015. An existential approach to authentic leadership
development: A review of the existential coaching literature and its relationship to authentic
leadership. The Coaching Psychologist, 11(2), pp.61-71.
Gaddis, B.H. and Foster, J.L., 2015. Meta‐analysis of dark side personality characteristics and
critical work behaviors among leaders across the globe: Findings and implications for
leadership development and executive coaching. Applied Psychology, 64(1), pp.25-54.
Hawkins, P., 2017. Leadership team coaching: Developing collective transformational
leadership. Kogan Page Publishers.
Kessler, D. and Graham, F., 2015. The use of coaching in occupational therapy: An
integrative review. Australian occupational therapy journal, 62(3), pp.160-176.
Kilburg, R.R., 2016. The development of human expertise: Toward a model for the 21st-
century practice of coaching, consulting, and general applied psychology. Consulting
Psychology Journal: Practice and Research, 68(2), p.177.
Sonesh, S.C., Coultas, C.W., Lacerenza, C.N., Marlow, S.L., Benishek, L.E. and Salas, E.,
2015. The power of coaching: a meta-analytic investigation. Coaching: An International
Journal of Theory, Research and Practice, 8(2), pp.73-95.