Coaching Journey
Coaching Case Study
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1. Description of the context (organizational setting).
RP-SG group has embarked on coaching initiatives for the senior managers of the group since last year. Three very senior leaders went through coaching intervention. The coach in this case has been an external professional. Subsequently the HR leadership of the group concluded that such coaching initiatives need to be cascaded through the organisation and therefore to run these interventions in a cost efficient manner, it is better to create a pool of internal coaches. With that backdrop the group invited CFI to educate us and help create a pool of internal certified coaches. 24 senior leaders were chosen to go through this journey along with CFI. I was chosen as one of them. The journey started with a 4 days classroom training facilitated by CFI. Post this training and education (which helped us to clear our Level 1 requirements towards becoming a certified coach); the group assigned two coachees to me for my internship journey as a coach. The first few meetings were in large groups where the concerns and questions of all coachees were addressed by CFI directly. AK was assigned to me as a coachee for my coach internship program. Subsequently the triad meeting between AK’s superior, AK and I was held, where AK’s reporting superior shared AK’s strengths and areas of improvement. Some of the clear positives are AK’s passion for perfection, his ability to bring systems and process discipline and he is very energetic and enthusiastic. His superior also highlighted his areas of improvement as his ability to present his business case without getting carried away with emotions. Secondly, his ability to understand his people’s emotions and affiliation needs. AK’s superior highlighted that if he improves on these areas then AK’s role can be enlarged and
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(Just insert to write your answers)
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1. Description of the context (organizational setting).
RP-SG group has embarked on coaching initiatives for the senior managers of the group since last year. Three very senior leaders went through coaching intervention. The coach in this case has been an external professional. Subsequently the HR leadership of the group concluded that such coaching initiatives need to be cascaded through the organisation and therefore to run these interventions in a cost efficient manner, it is better to create a pool of internal coaches. With that backdrop the group invited CFI to educate us and help create a pool of internal certified coaches. 24 senior leaders were chosen to go through this journey along with CFI. I was chosen as one of them. The journey started with a 4 days classroom training facilitated by CFI. Post this training and education (which helped us to clear our Level 1 requirements towards becoming a certified coach); the group assigned two coachees to me for my internship journey as a coach. The first few meetings were in large groups where the concerns and questions of all coachees were addressed by CFI directly. AK was assigned to me as a coachee for my coach internship program. Subsequently the triad meeting between AK’s superior, AK and I was held, where AK’s reporting superior shared AK’s strengths and areas of improvement. Some of the clear positives are AK’s passion for perfection, his ability to bring systems and process discipline and he is very energetic and enthusiastic. His superior also highlighted his areas of improvement as his ability to present his business case without getting carried away with emotions. Secondly, his ability to understand his people’s emotions and affiliation needs. AK’s superior highlighted that if he improves on these areas then AK’s role can be enlarged and