The purpose of the Case Assignment is to create a “Live Case” by experiencing the process of coaching. Because this case is designed around experiential learning , we can go beyond the conceptual knowledge covered in the reading materials to actual skills building. This requires putting what you are learning into imm

Module 4 – Case

Special Cases in Coaching

Assignment Overview

Closure and Review

Background

The purpose of the Case Assignment is to create a “Live Case” by experiencing the process of coaching.  Because this case is designed around experiential learning , we can go beyond the conceptual knowledge covered in the reading materials to actual skills building.  This requires putting what you are learning into immediate practice.

In this fourth module, you will be working with your coachee to close the coaching session and determine the next phase of your relationship.  Will you terminate the relationship or move on to a new coaching experience?  A part of this process is soliciting feedback from your coachee as to how successful the coaching sessions were.

· What did the coachee learn?

· How will the coachee deal with people and situations differently?

· What priorities have been set and what still needs to be accomplished?

One outcome of this session is to come to a mutual decision of whether to terminate the coaching relationship or continue to work together on a new coaching issue.  Drawing on the background reading for this and the previous modules, you will plan and carry out a coaching session that involves stage W of the GROW model.

There is a comprehensive explanation of the GROW model on the background page for Module 2. Here is a link to a shorter synopsis for review:

The GROW model:  A simple process for coaching and mentoring.  (2014)  Retrieved from www.mindtools.com/pages/article/newLDR_89.htm

The structure of the Live Case NOTE:  This module also includes an extra activity to be completed by the coachee and submitted as an appendix to your usual paper.

Each module will follow this cycle:  Plan, execute, report.

· Before the coaching session, write up a plan using course readings or additional research as a resource (1-2 pages).

· Then meet with the coachee and use your plan as a guide for the session.

· The bulk of the report is on how it went: successes and failures.  What would you do differently next time?  (3 to 5 pages).

Preplanning Action Reflection
What are your goals for the session?

What actions do you plan?

How will you know if you are successful? (1-2 pages).

Meet with coachee (45-50 minutes). Report on the session.

Provide a narrative descriptive summary of the conversation as it occurred (1 or 2 paragraphs).

How do you feel the session went?

Analyze the process and outcomes of your coaching.

What new knowledge did you gain?

What would you do differently next time?

Case Assignment

Read about conducting wrap-up sessions at the following site:

One powerful way to wrap up a coaching session. (2011, September 13). The Coaching Tools Company. Retrieved from https://www.thecoachingtoolscompany.com/one-powerful-way-to-wrap-up-a-coaching-session%E2%80%A6/

Click on this copy of the Coachee Feedback Assessment Form .   You can use this form in one of two ways:

· You may have your coachee fill this out as a “homework” assignment prior to your meeting, or

· You can use the assessment form to structure your feedback session by typing your coachee’s answers as you hold your wrap-up session.  In this last case, it is a good idea to email the finished completed form to the coachee so he can have a reminder of what was accomplished.

· Either way, be sure to include the feedback form as an attachment to your paper.

Conduct your final coaching session as described above and write it up as detailed in the keys to the assignment and the assignment expectations.

Keys to the Assignment

1. After reading the background materials for this module and doing additional research if needed, prepare your pre-coaching plan for a final 45- to 50-minute session:

· What are your goals for this session? How will you know if you are successful?

· What skills will you use?

· How will you go about doing this?

· What questions will you ask?

2. Conduct your coaching session (45 to 50 minutes).

3. Write up your post-coaching reflection.

· Report the facts of the coaching session.

· What went well and what did not?

· What did you learn about coaching from this session?

· What would you do differently next time?

Assignment Expectations

· Include a cover page and reference page in addition to the 4 – 5 pages of analysis described above.

· Your paper should have an introduction and a conclusion.

· Use headings to indicate major sections of the report.

· Include your coachee’s assessment of the sessions as an appendix.

· Cite and reference any outside sources.

· Use APA formatting.

· Proofread and edit your papers carefully. The expectation is zero errors.

Module 4 – SLP

Special Cases in Coaching

Share Your Leadership Growth Plan

Background

Now that you have created a plan it is time to share it with your supervisor, get some feedback, and ask for his or her help in putting it into action.  You may do this by setting up a meeting with your supervisor or mentor (if you have one) and making a presentation based on all of the work you have done in this SLP. At the end of your presentation, you should have a discussion with your supervisor as to implementing the plan and receiving the resources you will need.

Assignment Instructions

For the purpose of this assignment, you will be creating a 15-minute PowerPoint presentation with a voiceover that you will submit to the professor by the end of the module. This PowerPoint should contain all of the elements of your plan and how you would present it to your supervisor and/or mentor.  It should contain the following elements:

· A personal assessment:  Your values, leadership style, motivators, and competencies

· A personal vision statement

· Any obstacles you have identified to achieving your vision

· Personal goals

· Your action plan

Keys to the Assignment

· Use the SLP assignments from Modules 1-3 to form the basis of your presentation.

· Update any information that has changed or received further consideration as the course progressed.

· Prepare a voiceover explaining the process by which you developed your plan.

· Explain the slides, do not just read them.

SLP Assignment Expectations

· The length of the presentation should not exceed 15 minutes.

· Include cover and reference slides in addition to the other slides described in the instructions.

· Your presentation should have an introduction explaining how the plan was prepared and a conclusion indicating next steps.

· Include a slide asking for feedback from your supervisor/mentor.

· Use headings to indicate major sections of the report.

· Cite and reference any outside sources.

· Use APA formatting.

· Proofread and edit your slides carefully.  The presentation needs to exhibit the highest degree of professionalism

·

ourCourse Materials/BibliographyseCourse Ma

Reading Material

 Fallon, J. (10 August 2012). DISC Assessment. YouTube. Retrieved from https://www.youtube.com/watch?v=FPluLATa5YQ

DISC Personality Testing (n.d.) Retrieved from https://discpersonalitytesting.com/free-disc-test/

de Haan, E., & Nieß, C. (2011). Change through executive coaching.

teriTanner, R. (2017, 16 March.). Motivation – 7 steps for coaching difficult employees. Management is a Journey.  Retrieved from http://managementisajourney.com/motivation-7-steps-for-coaching-difficult-employees/

Andersen, E. (2013, November 21). 9 ways to deal with difficult employees. Forbes. Retrieved from  http://www.forbes.com/sites/erikaandersen/2013/11/21/9-ways-to-deal-with-difficult-employees/

Preparing for difficult coaching situations (n.d.). University of Missouri. Retrieved from http://hrs.missouri.edu/forms/forms/Difficult_Coaching_Situations.pdf

Rudy, L.J. (2014, April 29). The strategic guide to managing difficult employees.  Envato Tuts+. Retrieved from http://business.tutsplus.com/articles/the-strategic-guide-to-managing-difficult-employees–cms-20845

Four types of difficult employees and how to manage them. (2014). Bayt. Retrieved from http://www.bayt.com/en/employer-article-13882/

als/Bibliography Materials/Bibliography

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