Closing Gaps and Improving Performance essay

Effective coaching can have lasting results for both the individuals involved as well as for the company in which it takes place. Throughout this case study this student will explore the topic of coaching including problems and solutions that may occur. Body of Literature Overview of Case “Coaching has long established itself as an essential tool in creating more effective business leadership” (Right Management, 2012, p. 3). Coaching is a very effective tool for improving human capital, motivating employees, as well as strengthening the core of the company.

As a leader it is important to be able to identify coaching opportunities and address them appropriately. This case study outlines and discusses the four step process leaders should take to be successful coaches. The four steps include: (1) observation, in which you identify a performance gap or an opportunity to improve; (2) discussion and agreement; (3) active coaching; and (4) follow-up (HOBS Press, 2006, p. 4). Problem Areas/ Alternate Solutions There are several problems or issues that may arise when leading/managing a team of employees.

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It is the individual’s responsibility to distinguish these issues and coach their subordinates to success. By following the four step coaching process, they can work to solve these problems. The first step is to be able to identify a problem that needs to be addressed. If one can’t do this, then they can’t effectively coach their subordinate. Everyone has different attributes and personal qualities. Some handle difficult situations with ease while others may struggle.

Within this case study, the authors give an example of using the employee Claudia and her weakness with confrontation. This student works with several people like Claudia who don’t like confrontations. People like this can be coached to try and improve upon hose lacking skills. Different scenarios can be given to them through practice drills to see how she would handle the situation. From here she could be critiqued On her response and coached On other, more effective Ways to handle the situation. Another problem that may occur is within step two of the coaching plan.

This step includes a discussion with the subordinate and both coming to the agreement that there is a problem they need to fix. If either party fails to accept this agreement then no positive forward action can result. Everyone has to be willing to confront their flaws and work to improve hem. Step three consists of actively coaching. Throughout this step, an action plan is developed so all parties know what is expected as well as their obligations (HOBS press, 2006, p. 7). This step is important because it makes sure everyone is on the same page.

If details are left out of the action plan, there can be communication issues and the plan could fail to be executed properly and effectively. Another problem this student sees that may occur throughout coaching subordinates is failing to follow up with the individual. It’s the fourth step of the coaching plan and involves both parties meeting gather to discuss any progress. Failing to meet could mean that the entire coaching plan was a waste of time if it isn’t going to be revisited to work from and continue to grow and learn from the experience. Learning is driven by the things a person has to contend with in handling a particular experience, and the potential lessons in each kind of experience are determined by the overlap between what the experience demands and what a person does not yet know how to do” (McCall, 1 998, p. 64). This process doesn’t stop when an issue is discovered. It needs to be continually worked through. Recommendations for Future Coaching can be used to create “a strong, vibrant workplace where managers engage both the hearts and the minds Of individuals and teams in using all Of their talents to contribute to high performance results” (Wright, n. . , p. 1). There are several expert suggestions for improving coaching skills as well as the success for an organization. Wright (n. D. ) suggests several strategies including listening, silence, and unconditional positive regard to become a better coach (HOBS Press, 2006, p. 3). It’s very important that any reasonable and effective coaching plan is devised and agreed upon. They plan shouldn’t be too far from what is achievable yet should provide some challenge for the employee. It’s also important for both sides to be actively involved throughout this plan.

The coach should be available to advise the subordinate when needed and offer help as well as critiques as needed. The plan could easily fail if the subordinate isn’t provided the appropriate coaching throughout the execution of the plan. The coach needs to coach in a manner that the subordinate can learn. While coaching, it is important for the coach to understand the differences between praise and positive feedback and teen criticism and negative feedback (HOBS Press, 2006, p. 12). It’s important to understand the differences between the vocabulary so the proper type of feedback can be given to achieve the desired results.

Effective communication is often a problem or issue that may occur in coaching experiences. The coach needs to keep these lines of communication open along with being able to listen and fairly respond back to what the subordinate says. It’s not a one way street. Both sides should have the ability to speak, listen, and be heard. “Without feedback from the other person, there is no communication. And without communication, you cannot know if your advise is clear and complete, or if your coaching is even helpful” (HOBS Press, 2006, p. 3). Continuing with respectful communication, will help both parties achieve the goals within the plan. Conclusion Coaching can be used as a very important and effective tool for building better relationships, human capital, and success within the company. “Coaching and mentoring, both of which focus on the individual, can enhance morale, motivation and productivity and reduce staff turnover as individuals feel valued and connected with both small and large organizational changes” Coaching & Mentoring, 2015).