Good Coach/Bad Coach Both positive and negative examples of behaviors and skill sets can be useful in helping to develop your professional skills. Take coa
Good Coach/Bad Coach
Both positive and negative examples of behaviors and skill sets can be useful in helping to develop your professional skills. Take coaching in a business context, for example. If a former manager built up your knowledge and confidence, guided you through difficulties, and ensured that you had the tools to take on future challenges, then you would likely try to emulate what they did if your goal was to become a better coach. However, if a former manager set ambiguous expectations, offered little assistance, and micromanaged your daily routine, then you could also use that experience to be a better coach by vowing never to turn out like them.
In this Discussion, you will explore one positive and one negative experience you have had with being coached by a manager, coach, or other leader, including how you will use this knowledge to further your own development as a coach.
To prepare for this Discussion:
· Think back on your experiences of being coached by others, specifically coaches you found particularly effective and particularly ineffective—and why.
Post an evaluation of your experiences being coached by others and how you will use that information to promote your own development as a coach. Specifically:
· Describe one effective and one ineffective experience of being coached by others.
· For effective experience, evaluate the coach’s actions and explain how they demonstrated effective coaching. Be sure to refer to this week’s Learning Resources to support your assertion.
· For the ineffective experience, evaluate the coach’s actions and explain an action they could have taken to be a better coach. Be sure to refer to this week’s Learning Resources to support your assertion.
· Summarize at least three key takeaways from this evaluation for developing your own skills as a coach.
Note: When using specific examples from your professional experience, be sure to disguise the names of any individuals or organizations.
Managing People and Promoting Collab
Week 5 Learning Resources
Understanding Coaching
Much of the manager’s role consists of achieving organizational results through other people. To achieve this goal, managers must be skilled coaches. Through these resources, you will explore the mindset and fundamental skills of effective coaching.
· Emerald Works Limited. (n.d.). What is coaching? How to be an effective coach Download What is coaching? How to be an effective coach . MindTools. https://www.mindtools.com/pages/article/newTMM_15.htm MindTools. (n.d.). What is Coaching? https://www.mindtools.com/a1plnmq/what-is-coaching. Reprinted by permission of MindTools via the Copyright Clearance Center. Licensed in 2023.
· Grote, D. (2011). Providing day-to-day coaching Download Providing day-to-day coaching . In How to be good at performance appraisals: Simple, effective, done right (pp. 71–88). Harvard Business Review Press. Grote, D. (2011). How to be good at performance appraisals: Simple, effective, done right. Harvard Business Press. Licensed 2021.
· Milner, J., & Milner, T. (2018, August 14). Most managers don’t know how to coach people. But they can learn . Harvard Business Review Digital Articles, 2–5. http://hbr.org
Coaching For Performance
Several management gurus have pointed out that managers should “look in the mirror” to explore their own behaviors when employees are not performing as they should. Using these resources, you will explore specific skills and techniques managers use to help employees achieve improved performance.
· Harvard Business School Press. (2006). Becoming a better coach . In Performance management: Measure and improve the effectiveness of your employees (pp. 1–14). Harvard Business School Publishing Corporation.
· Harvard Business Review Press. (2006). Closing gaps and improving performance: The basics of coaching . In Performance management: Measure and improve the effectiveness of your employees (pp. 1–19). Harvard Business School Publishing Corporation.
· Harvard Business Review Press. (2014). Conducting a feedback session . In Giving effective feedback (pp. 25–42). Harvard Business School Publishing Corporation.
· Harvard Business Review Press. (2014). Developing an action plan . In Giving effective feedback (pp. 43–53). Harvard Business School Publishing Corporation.
· Geisler, J. (2020). What leaders should know before having tough conversations about performanceLinks to an external site. . Healthcare Financial Management, 74(1), 50–51.
· Ibarra, H., & Scoular, A. (2019, October 31). The leader as coach: How to unleash innovation, energy, and commitment . Harvard Business Review Digital Articles, 2–11. http://hbr.org
· PERLA Coaching & Consulting. (n.d.). A coaching conversation checklist for smart managers Links to an external site. . https://www.perlacoaching.com/coaching-conversation-checklist-for-smart-managers/
Important Documents and Resources
· Document: Developing Individuals: Coaching for Performance Simulation Preparation (PDF) Download Developing Individuals: Coaching for Performance Simulation Preparation (PDF)
· Document: Week 5 Assignment Template: Coaching Conversation Preparation and Strategy (Word document)
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