Essay on "Importance of Coaching"

Essay 5 pages (1543 words) Sources: 5

[EXCERPT] . . . .

Coaching

Evaluate the emerging importance, focus, and context of coaching as a critical leadership practice in the twenty-first century.

Many organizations operating in the 21st Century have incorporated coaching into the planning process. This is believed to increase the organization's competency in the industry. This practice has made the planning process effective. In addition, organizations have been able to achieve strategy development and the ease of implementing organizational strategies and maximum utilization of resources. Coaching has been put to practice at different stages of developing business strategies. While preparing the team for strategy development, coaching helps in the provision of opportunities for employee. Moreover, it is structured to increase outcomes, outline clear roles, outcomes, and relationships. It also ensures that the developed competency also contributes to the results or organization's success (Bate & Hargreaves, 2010, p.11).

During the implementation process: coaching will take managers and executives to a completely new level, which affects their contribution and confidence. It creates a useful opportunity in the implementation stage of business strategies (DeSimone & Werner, 2011, p.410). Coaching employs useful communication and negotiation skills in order to set goals and generate change. Further, it enables the organization to review techniques in transition of the business from sales to finance which are more efficient for implementation. In some cases, the new competencies are to be acquired in time of implementation of strategic initiatives. New leaders in business lines require tailored coaching with teams and individuals. The can be effective practices of implementing business functions within the company. Senior executives should create an environment, which enforces self-development with the use of the coaches during the whole process of implementation and business planning (Hanrahan & Kidman, 2011, p.252).

Psychologists of organizations, industries, and their value: These psychologists have exceptionally good experience and knowledge in developing leadership, organizational strategies, and measurement. The psychologists are in full knowledge of how to transmit the organization to a new level of success and performance (McDowall & Palmer, 2010, p.83). They act as both advisers and coaches, and they turn their knowledge into practice of management and incorporate competencies, which can have a positive effect on the success. Some have the profit and loss experience, which they can decide to equip individuals with so that they can put it to practice in sales and marketing by evaluating the operational performances. All these abilities and skills if incorporated well they contribute largely for the implementation of business strategy to be successful (Hanrahan & Kidman, 2011, p.67).

2. Evaluate the contribution of coaching to business results.

Coaching creates a friendly working relationship within the people in an organization. Employees are evaluated with effective coaching core competencies. Commitment and clarification are used at the highest degree in maximum evaluation process with interchange of information alongside behavioral events. Evaluation of the organization can be done at the beginning of the coaching process. As a result, the equity required for understanding the entire organization will be singled out (Parlsloe, 2009, p.29).

Evaluate the individual: the evaluation should be more of key competencies necessary for a certain job. In addition, the information should not be traced from one source in order to maximize validity and credibility. For an appropriate working environment to be created within the organization, interactions of coaching are used for facilitating delivery of new knowledge to an individual. This is achieved through a supportive and appreciative manner that seeks to lower resistance of using maximum knowledge from evaluation. The knowledge that one has gained from the evaluation is put to discussion in a highly trusted conversation. This also allows for deeper discussions of difficult issues, which deal with personal change. Evaluation at whatever level is encrypted through the relationship existing between the coach and the person who is being coached through constant connections, clarification and commitment, which is likely to improve with time (Hanrahan & Kidman, 2011, p.7).

Deliver evaluation with care: the individual should be informed of his strengths and weaknesses. This should be done with accuracy. Allocate enough time for the individual to internalize and digest the information. In order to minimize resistance, the feedback should be given in a supportive and safe environment (Bate & Hargreaves, 2010, p.159). The critical component of new knowledge and information is the form in which it is collected, used, and transmitted in time. Moreover, appropriate care is necessary in the process of building an interactive relationship. This creates an opportunity for change and discovery through communication designed in a supportive conversation standard (Parlsloe, 2009, p.116).

3. Explore various methodologies, including the strengths-based approach vs. The deficit-based approach to coaching

When coaches see someone making a mistake for the first what they do is correct the individual's behavior and point out the mistake. In most organizations, supervisors view job as one of an enforcer or inspector. When they find things going in the wrong direction, they correct them. This is the mind-set behind the all-too-common deficit-based strategy of coaching. This strategy involves identifying deficits, making an observation of performance is taken, and improvements are made. The coach makes appropriate moral adjustments on the issue. According to this approach, workers are always fundamentally flawed individuals who must be pushed in order to perform their duties in an appropriate manner. Over time, this perception has increasingly become a self-fulfilling prophecy (Hanrahan & Kidman, 2011, p.23).

The deficit-based strategy of coaching is simple. I t seems to be logical. However, it exhibits some degree of flaws: this approach does not work. It is related to a situation where a boss chews out something from an employee. This makes an employee to think that the boss is a snipe; that customers are stupid, how the job is lousy, and how employees are never appreciated at the workplace. All the above are just normal self-protective reactions that are prompted when employees are criticized. All the above reactions lead employees to a subtle shift from making improvements in their performance evade from being caught. In this regard, it much easy to fall into the downward trend where both the boss and the employers work in an environment of disrespect and mistrust while the customers is caught in the middle. This leads to one of the effective approaches of changing an employee's service skills (DeSimone & Werner, 2011, p.157).

The strength-based-coaching strategy: it assumes the same approach of using customers. It involves forging a relationship on win-win. Unlike the deficit-based approach, this approach is being used to develop the organization as well as employees. In this strategy, workers are motivated to develop and use their strengths on what they do best. Some organizations focus on strength-based approaches when recruiting employees. For example, Ernst & Young are using this approach to assist students to make informed decisions that are in line with their strengths, passions, and abilities. Leaders help individuals to articulate and understand their strengths because it is important to identify their competence and skills based on the strength-based approach (Hanrahan & Kidman, 2011, p.115).

4. Summarize the theories involved in the use of coaching as a leadership competency.

The Wisdom of designating an on-Board Coach: In order for the new leader to enroll smoothly to the norms of the organization, it would be proper for the management to post a senior level executive to be the resource helping the promoted executive fit into his position. As the resource manager, he should assist the new executive gain some momentum in his new obligations and responsibilities. To help the new leader to assimilate, it is imperative that the organization consider coaching professionals in the organization (Bate & Hargreaves, 2010, p.6).

Importance of emotional intelligence: As these executives cope up with the norms and cultures of the organizations, they should be aware and control their emotional intelligence. They should be able to be… READ MORE

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