Essay Week 5 Leadership Coaching Plan This essay serves as the next section of your Leadership Coaching Plan. In a 750-word essay, discuss strategies for c

Essay Week 5 Leadership Coaching Plan This essay serves as the next section of your Leadership Coaching Plan. In a 750-word essay, discuss strategies for collaborating with the leader to set actionable goals. Incorporate the following in your discussion: 1. Describe the purpose for setting actionable goals. 2. How will you help the leader create a development plan with actionable goals? 3. How will you help the leader to strive toward a mastery level of development? 4. Which follow-up strategies will be integrated into the plan to support the leader’s commitment and persistence toward the goals? How will this follow-up plan support the stages of learning and change? Running head: LEADERSHIP COACHING PLAN
Leadership Coaching Plan
Reginald Mapp
Coaching
Waldorf college
1/29/2018
LEADERSHIP COACHING PLAN
2
Leadership Coaching Plan
Leaders require to understand whether their leadership skills and strategies are working
the way they should. In order to make this determination, they need to acquire feedback from
peopl in different capacities both on top and below them. In leadership coaching plans, leaders
are also required to be able to formulate or utilize the available strategies for providing helpful
and balanced feedbacks to people at different capacities (Bezuijen, 2010). This piece will focus
on the goals for providing feedback to the leader, the formulation of a leader’s feedback, and the
strategies used to navigate the emotional impact of feedback.
Goals for providing feedback to the Leader
I have three goals of providing feedback to a leader. The first goal is to help the leader
understand my perspective or point of view about an issue. By understanding the point of view
and feedback, the leader will be able to take a step or make a decision based on the type of
feedback. Due to how impactful the feedback may be, it is important to take your time before
providing feedback to a leader. My second goal of providing feedback to a leader is to allow the
leader to accept my perspective and line of thinking. In this case, feedback acceptance allows the
leader to take a step and do something about the issue. In order to achieve this goal, I would
make sure that the leader clearly understands the feedback then give them time to process it
without any pressure. My third goal for providing feedback to a leader is to enable the leader to
use my line of thinking and act upon it. However, this cannot be achieved without achieving the
first two goals.
Formulating a leader’s feedback
The formulation of feedback determines whether it is helpful or not. For my feedback, I
would formulate in a way that it is clear, specific, and direct. Clarity in feedback enables the
LEADERSHIP COACHING PLAN
3
person receiving it to precisely know how you’re thinking about a matter (Louis, 2011).
Secondly, by making my feedback specific, I will be able to point out the particular points of
view without beating around the bush. The importance of specificity is that it saves time for
making decisions. Thirdly, after formulating my feedback in a way that it is direct, the recipient
will be able to make good decisions without misinterpretations. I trust that my feedback would
be very helpful if it follows these three factors.
Strategies used to navigate the emotional impact of feedback
The strategies I would use to navigate the emotional impact of feedback include being
modest while providing feedback, considering the emotional background of the recipients, and
explaining my feedback. Being modest will help me pick up the mood of the recipient while
delivering my feedback. Other than this, with a good understanding of the emotional background
of the recipients, I will be able to know which words to use to avoid upsetting them. Finally,
explaining my feedback and why I came to a certain conclusion, will motivate the recipients to
accept the feedback.
LEADERSHIP COACHING PLAN
4
References
Bezuijen, X. M., van Dam, K., van den Berg, P. T., & Thierry, H. (2010). How leaders stimulate
employee learning: A leader-member exchange approach. Journal of Occupational and
Organizational Psychology, 83(3), 673-693.
Louis, K. S., & Wahlstrom, K. (2011). Principals as cultural leaders. Phi Delta Kappan, 92(5),
52-56.
Running head: LEADERSHIP COACHING PLAN
Leadership Coaching Plan
Reginald Mapp
Waldorf College
1
LEADERSHIP COACHING PLAN
2
Leadership Coaching Plan
Question 1
Coaching refers to a form of development where a coach supports other people to achieve
various personal or career goals. In many institutions, it is a critical process through which
employees are able to develop into shrewd and competent individuals. Coaching dialogue is a
conversation between a coach and their followers that aims at improving them by assessing some
of the challenges they face and how they can overcome them (Kloster, & Swire, 2015). There are
several goals of coaching conversations. One of the major goals is to resolve some of the conflicts
that may arise among the employees within a given workplace. It is human nature for conflicts to
arise among people. The role of coaching dialogues is to assess the cause of these conflicts and
come up with solutions that ensure that the concern is appropriately addressed. Coaching dialogue
also ensures that closer ties and relationships are developed thereby reducing any chances of
conflicts in the future.
Coaching dialogue also aims at building teams within the workplace. A workplace that has
great teams in place is more likely to be successful than a workplace that does not have teams that
are properly organized. The aim of the coach is to provide a platform through which team building
can take place across the institution. The coach can also accomplish several goals through this
dialogue. First, they can get to know the relationships that exist among the employees since there
is a great contact that is created through the dialogues. The leader will also get to know the needs
of the employees. This is possible because the leader comes into contact with the employees and
this allows them to understand what changes they desire to observe at the institution. When the
needs of the employees are met, their morale and motivation could be enhanced and this can over
time lead to increased productivity.
LEADERSHIP COACHING PLAN
3
Question 2
The ‘use of self’ framework is a method of self-review that is used by the coach of a leader
to assess their contribution towards the coaching practices. In any coaching dialogue, the
contribution of the leader is one of the determinants that assesses the level of success that can be
achieved by the whole team. Such an assessment is aimed at analyzing their contribution and how
they can improve the employees or followers across the institution. The leader uses the framework
to determine the various strategies they can develop for the whole team. One can help the leader
to develop the ‘use of self’ framework by assessing their strengths and weaknesses. When a leader
understands their strengths and weaknesses, they can concentrate on the strengths when working
on the coaching dialogue while at the same time working on their weaknesses for future
improvement.
One can also help the leader to ‘see’. This means analyzing the teams or people that need
coaching across the institution. Doing this requires one to conduct an assessment of the skills and
competencies of all employees across the institution. It can also include assessing some of their
strengths and weaknesses. Through such an assessment, the leader can have a clear picture of the
areas across the organization that requires improvement through coaching dialogues. The leader
should Provide appraisal and congratulate the employees in the areas where they have shown
impeccable performance and help improve the areas where various weaknesses were exemplified.
These strategies can go a long way towards ensuring continuous improvement across the
institution.
Question 3
A leader can also employ coaching mirror techniques to guide the coaching dialogues and
improve the leader’s self-reflection. The process helps develop a decision or fact in our
LEADERSHIP COACHING PLAN
4
subconscious. Mirror techniques suggest that the leader should first conduct an assessment of their
actions and behaviors before developing interventions for the employees across the organization.
Assumptions can be tested by assessing the various alternatives that the leader has at any given
moment. If these assumptions are not tested, the whole coaching process could be affected and this
could lead to failure of the coaching strategies that have been adopted.
The leader can also apply the Ladder of Inference when undertaking various coaching
techniques. The Ladder of Inference is a thinking process that people go through without realizing
that it is happening. There are seven major steps in the ladder (Zemke, & Anderson, 2017). They
include real data and experience, select data and experience, affixed meaning, make assumptions,
come to conclusions, form beliefs, and take action. The leader must select specific data or
information to act on. Once such information has been identified, they may develop a meaning,
make assumptions, and develop a conclusion to the whole situation. The last step involves taking
action after all the alternatives or choices have been considered. The framework is applicable by
leaders whenever they are faced by decisions that are difficult and could have detrimental
consequences to the organization. The framework thereby helps reduce the risk that is associated
with daunting tasks and decisions.
Question 4
There are several open-ended questions that can be used by a leader to initiate dialogue in
coaching. Some of the questions include:
•
What is standing in your way to be productive at your place of work?
•
What goals are you looking to achieve at the institution?
•
What is your opinion about workplace relationships?
•
What resources do you need to be successful in your career?
LEADERSHIP COACHING PLAN
•
What is the role of the manager towards teams?
•
How do you handle challenges such as conflicts with your colleagues?
5
LEADERSHIP COACHING PLAN
6
References
Kloster, T. W., & Swire, W. S. (2015). Anytime coaching: Unleashing employee performance.
Tysons Corner, VA: Management Concepts Press.
Zemke, R., & Anderson, K. (2017). Coaching knock your socks off service. New York:
AMACOM.

Purchase answer to see full
attachment