Case Study 1: Closing Gaps and Improving Performance: The Basics of Coaching
Case Study 1: Closing Gaps and Improving Performance: The Basics of Coaching
Cortney Hansen
Ottawa University
BUS 7003 – Developing Leaders and Leadership Capabilities
March 22, 2015
Introduction
"Coaching is an interactive process through which managers and supervisors aim to close performance gaps, teach skills, impart knowledge, and inculcate values and desirable work behaviors" (Harvard Business School Press [HBS Press], 2006, p.2). 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 (HBS Press, 2006, p.4).
Problem Areas/ Alternate Solutions
There are several problems or issues that may arise when leading/managing a team of employees. 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
Cortney Hansen
Ottawa University
BUS 7003 – Developing Leaders and Leadership Capabilities
March 22, 2015
Introduction
"Coaching is an interactive process through which managers and supervisors aim to close performance gaps, teach skills, impart knowledge, and inculcate values and desirable work behaviors" (Harvard Business School Press [HBS Press], 2006, p.2). 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 (HBS Press, 2006, p.4).
Problem Areas/ Alternate Solutions
There are several problems or issues that may arise when leading/managing a team of employees. 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
References: Coaching & Mentoring Network. (2015). What are Coaching and Mentoring? Retrieved from http://new.coachingnetwork.org.uk/information-portal/what-are-coaching-and-mentoring/ Harvard Business School Press. (2006). Closing Gaps and Improving Performance: The Basics of Coaching. Retrieved from https://hbr.org McCall, M.W. Jr. (1998). High flyers: Developing the next generation of leaders. Boston: Harvard Business School Press. Right Management. (2012). Leader Coaching: A New Model to Accelerate Performance. Retrieved from http://www.right.com/thought-leadership/research/leader-coaching-a-new-model-to-accelerate-performance.pdf Wright, S. (n.d). The Leader as Coach: Creating High Performance in Change. Retrieved from http://www.banffcentre.ca/leadership/library/pdf/coach_22-24.pdf