DEVELOPING INDIVIDUALS AND TEAMS
PART 2: COACHING FOR PERFORMANCE: COACHING REFLECTION AND ACTION PLAN
For this part of the Assignment, you will continue to 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. Last week, you outlined your plan for your coaching conversation. This week, your task is to conduct an appropriate and effective coaching conversation with this employee using the simulation platform. You will then reflect on your experience by preparing a write-up of your interaction that will serve as the basis for ongoing coaching for the employee, as well as for yourself.
As you prepare your Coaching Reflection and Action Plan, be sure not only to cover all items outlined, but incorporate appropriate examples, where applicable, as well as citations for relevant academic sources, such as those found in the Learning Resources or those in the Walden Library.
To prepare for this Assignment:
Complete your scheduled live, online simulated coaching conversation using the simulation platform.
Refer to your completed Coaching Conversation Preparation and Strategy document that you submitted in Week 4, as well as any notes you made during or after your completion of the simulation experience.
Submit your Coaching Reflection and Action Plan, which should address the following:
After you have completed the coaching conversation with the employee, use the following outline as the basis of Part 2 of your coaching plan, in which you walk through the experience and reflect upon the following:
Did you accomplish the objectives you set out to accomplish? Explain why or why not.
- What effects (positive and negative, if applicable) did your preparation have on the outcome? Provide a rationale to support your assessment.
- What do you feel you did particularly well in your coaching session? If you were going to hold the coaching session again, what might you have done differently, or what improvements would you make?
- How did the employee respond within the coaching session? What is your prediction for how the employee’s behavior will change (or not) as a result of this coaching session? What insights did you gain that would be helpful for future coaching sessions with the employee?
As a conclusion to your coaching plan, choose at least one specific action you will take as a result of this experience to aid you further in your development as a manager and as a coach.
Essay Answer
Health & medical writing question Outline
Student Name
Institution Affiliation
Course Name: Course Code
Instructor’s Name
Due Date
Health & medical writing question Outline
- Coaching Reflection and Action Plan
- Accomplishment of Objectives
- Impact of Preparation
- Strengths and Areas for Improvement
- Employee Response and Predictions
- Insights for Future Sessions
- Conclusion and Action Plan
- References
Health & medical writing question
Student Name
Institution Affiliation
Course Name: Course Code
Instructor’s Name
Due Date
Coaching Reflection and Action Plan
As a new manager, my main duty is to make sure that my staff members are inspired and invested in their job. My concern recently centred on one of my employees, whose engagement and motivation were waning. To address these concerns, I engaged in a coaching dialogue with the employee. The coaching session will be thoroughly examined in this reflection and action plan, including an assessment of whether the goals were fulfilled, the influence of preparation, my strengths, areas for growth, the employee’s response, expectations for behavioural changes, and new coaching insights. I will also provide a detailed action plan to help me advance as a manager and coach.
Accomplishment of Objectives
Understanding the underlying reasons for the employee’s falling motivation and engagement was one of the goals for the coaching session, along with developing joint solutions to these problems. I am glad to say that these objectives were met. I used active listening strategies, open-ended questions, and empathy throughout the session to foster a secure and encouraging environment for the employee to voice their concerns. This allowed us to pinpoint the underlying causes of their lower motivation and engagement, such as workload-related problems, a lack of acknowledgement, and imprecise expectations. In particular, the session’s collaborative element proved successful. We created a rough action plan by including the employee in the problem-solving process, which included workload reassignment, frequent feedback meetings, and clear goal-setting. The employee was allowed to take charge of their engagement and growth as a result of the team effort that not only dealt with the pressing problems.
Impact of Preparation
The coaching session was a huge success thanks to careful planning. I made sure that I had a clear structure for the talk, with clearly defined objectives and tactics for attaining them, by thoroughly reviewing the Coaching Conversation Preparation and Strategy paper. The notes made both during and after the simulation exercise served as an invaluable resource for the session. One benefit of the preparation was that it enabled me to stay on task and retain attention throughout the conversation. This made sure the meeting was fruitful and that we could fully address the employee’s issues (McCarthy & Milner, 2020). It’s crucial to recognise, nevertheless, that excessive preparation can occasionally result in rigidity in the coaching process. Although my preparation was helpful, I realised that I needed to be more flexible throughout the talk. There were times when the employee brought up unanticipated issues, and I should have been more adaptable in changing the course of the talk to adequately address those concerns.
Strengths and Areas for Improvement
Throughout the coaching session, several strengths became clear. First and foremost, I succeeded in establishing a secure and encouraging environment where the employee could honestly voice their problems. The employee felt heard and respected because of my empathic listening and nonjudgmental comments. This prepared the ground for a fruitful discussion. My capacity for open-ended questioning was another asset. By enabling the employee to think about their circumstances and openly express their thoughts and feelings, this approach encouraged an in-depth exploration of the pertinent topics. My ability to handle interruptions, though, was one area where I could have done better during the session. I observed that occasionally I mistakenly cut off the employee’s thoughts as they were being shared. Their flow may have been broken, and their ability to share confidently may have been compromised. I will be more conscious of my speaking patterns in subsequent coaching meetings to make sure the employee has enough time to completely express themselves before I speak.
Employee Response and Predictions
The employee had a positive reaction during the coaching session. They were tentative and guarded at first, which is normal when talking about delicate subjects. They did, however, start to open up and interact more as the talk went on and I continued to use active listening and empathy. Their attitude had changed noticeably by the end of the session. They expressed relief that their issues were being addressed and that we were taking them seriously. This change in perspective offered hope that the coaching session had a good effect on their mindset (Passarelli et al., 2022). I have a cautious sense of optimism when it comes to behavioural predictions. We came up with an action plan together that includes realistic measures to deal with the problems at hand, like workload redistribution, frequent feedback meetings, and clear goal-setting. These actions are anticipated to help employees become more engaged and motivated.
Insights for Future Sessions
My approach to future interactions will be greatly changed as a result of the coaching session’s priceless insights. The value of flexibility in coaching is one crucial lesson that was discovered. A solid foundation is created through rigorous planning, but it’s also crucial to be adaptable and sensitive to each employee’s particular demands. I understand that coaching is dynamic and that strict adherence to a predetermined script can reduce the effectiveness of the session. As a result, I will adopt a more flexible approach in my future coaching sessions, giving room for spontaneity and modifying my strategies to address the particular issues and responses of the employees. Furthermore, the power of collaborative problem-solving developed as a fundamental method. In addition to addressing urgent concerns, involving the employee in the process of recognising problems and coming up with solutions helped them feel more in control of their growth and engagement (Armson et al., 2019). The possibility of long-lasting good improvements is considerably increased by this empowerment. The collaborative approach will surely become a pillar of my coaching approach. Employees can meaningfully contribute to their progress through open communication and active engagement, resulting in more significant and long-lasting changes. Moreover, I understood that coaching goes beyond the initial session; ongoing assistance and follow-up are crucial. To ensure that the momentum started during the coaching session is maintained, regular check-ins are conducted to evaluate how the action plan is progressing and to provide direction and encouragement. This realisation emphasises how crucial consistency and continual assistance are to the coaching process.
Conclusion and Action Plan
In conclusion, the employee’s coaching session was beneficial in addressing their declining motivation and engagement. It emphasised the significance of numerous essential components, including preparation, adaptability, active listening, and collaboration. I have included a series of concrete steps below to further develop my managing and coaching abilities: To begin, I intend to pursue adaptation training, including workshops and mentoring to improve my flexibility during coaching sessions. This includes mastering ways to deal with distractions while remaining disciplined. Additionally, I intend to gather feedback from employees following coaching sessions. This critical feedback will provide insights into their points of view and highlight areas where my coaching style can be improved.
Furthermore, I will continue to improve professionally, keeping up with the most recent coaching approaches and leadership techniques. To increase my knowledge and coaching effectiveness, I have committed to reading a lot of relevant material, taking webinars, and being actively involved in coaching networks. Finally, I want to set up a schedule for routine check-ins with the employee. This will allow for a progress assessment of the action plan and continuing support. We can then make any additional modifications required and make sure the beneficial improvements started during the coaching session stick. By putting these strategies into practice, I hope to become a more skilled manager and coach who can foster and maintain team member engagement and motivation. This coaching experience has been essential to my professional growth, and I am steadfast in my dedication to putting these priceless teachings into practice to promote a positive and effective work environment.
References
Armson, H., Lockyer, J. M., Zetkulic, M., Könings, K. D., & Sargeant, J. (2019). Identifying coaching skills to improve feedback use in postgraduate medical education. Medical Education, 53(5), 477-493.
McCarthy, G., & Milner, J. (2020). Ability, motivation and opportunity: managerial coaching in practice. Asia Pacific Journal of Human Resources, 58(1), 149-170.
Passarelli, A. M., Trinh, M. P., Van Oosten, E. B., & Varley, A. (2023). Communication quality and relational self‐expansion: The path to leadership coaching effectiveness. Human Resource Management, 62(4), 661-680.
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