Developing Individuals and Teams
Module 2 Assignment Overview
In this module, you will complete a three-part Assignment that is submitted over the course of 3 weeks. This week, you will complete and submit Part 1. You will complete and submit Part 2 in Week 6, and you will complete and submit Part 3 in Week 7.
Part 1: Coaching for Performance: Coaching Conversation Preparation and Strategy
For this part of the Assignment, you will act as a new manager who has become concerned about what appears to be declining motivation and engagement on the part of one of your employees. You have spoken to your senior leader about your concerns, and she has asked you to document your interactions with the employee so that she can support you in becoming a more seasoned coach for your team. Your task is to prepare for an appropriate and effective coaching conversation with this employee. You will conduct this conversation using the online simulation platform that you booked your session through earlier in the course. Although your appointment window is 30 minutes in length, you should be prepared to spend approximately 10 to 15 minutes engaging in your simulated coaching conversation after being guided through a brief introduction by a friendly host avatar. This week, you will draft and submit a Coaching Conversation Preparation and Strategy document for your coaching session.
To prepare for this Assignment:
· Download the MBAX 6010/MLDR 6010 Simulation Preparation (PDF) Download MBAX 6010/MLDR 6010 Simulation Preparation (PDF)document.
· Download the Week 5 Assignment Template: Coaching Conversation Preparation and Strategy (Word document) Download Week 5 Assignment Template: Coaching Conversation Preparation and Strategy (Word document).
o Review the scenario for the simulation, as well as the points under each section that you will flesh out to develop the outline for your coaching conversation. The title for each section of the outline represents one of the challenges you will complete in the simulation.
Submit your completed Coaching Conversation Preparation and Strategy document as follows:
· For each section of the Coaching Conversation Checklist, use the space beneath each item to take detailed notes of what you plan to say to the employee during your coaching conversation. You may choose either to compose a script (understanding that this may need to change in the moment depending on how the employee responds), or you may instead choose to include bullet points with key phrases for the ideas you want to cover and strategies for how you might help put the employee at ease, establish trust, or anticipate how he may respond to your feedback. Be sure to address all parts of each item.
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)