CMU Managing as a Coach Leadership & Coaching Skills for Managers Discussion please help me out to complete the assigned on time the assigned topics: 1-

CMU Managing as a Coach Leadership & Coaching Skills for Managers Discussion please help me out to complete the assigned on time

the assigned topics:

1-Managing as a Coach

2-Setting Expectations & Assessing Performance Issues

3-Coaching Practices Coaching Skills for Managers
first week
Managing as a Coach
Applying the Thought Model
In this final lesson, you were introduced to the Thought (CTFAR) Model – the idea that
circumstances (facts) trigger thoughts, which cause feelings, which lead to actions and results. Now
it’s time to apply what you’ve learned to a real-world situation.
For this peer review assignment, you are to do the following to demonstrate your understanding of
the Thought model and are able to apply it to a situation that you are currently experiencing. Please
follow the instructions below.
1. In 2-3 paragraphs (aim for around 100-200 words), describe a challenging situation that you are
currently experiencing with an employee, colleague, or manager. Describe what is happening from
your point of view. Please respect individuals’ privacy and DO NOT use real names of people or
companies; either make them up or try to describe the situation without referring to people and
companies by name.
2. Once you feel you have given sufficient detail so that someone understands the challenge or
problem, your next task is to look at the situation objectively (i.e not from your own point of view) and
describe the situation according to the Thought (CTFAR) model with rationale. Make sure to clearly
identify the thought model element in each section.
•
What is the circumstance (a provable fact, not our opinion or exaggeration of the facts) of the
situation? For example (not including rationale): “Circumstance: My employee has been late 7
of the past 14 days.”
•
What thought (a sentence in your mind) do you have regarding this situation? For example (not
including rationale): “Thought: They don’t respect me or the company.”
•
When you think this thought, how do you feel (a one-word emotion, not a sentence)? (ex:
happy, sad, mad, glad, etc.) For example (not including rationale): “Feeling: Resentful”
•
What action (the behavior you exhibit) do you take when you feel this way? For example (not
including rationale): “Action: I ignored them and was short in conversations with them.”
•
And finally, what result (the result YOU get for YOUR actions) do you get when you act this
way? For example (not including rationale): “Result: I am being disrespectful of my employee.”
3. To change your results, follow the Thought model backwards. In a few sentences, write out a plan
to improve the situation you’ve described above.
•
What result would you like for yourself (note that this is YOUR result, not your employee’s,
colleague’s, or manager’s result). For example, a result for you may be, “I will address the
employee’s tardiness and document the conversation.”
•
What action do you need to take to get the result?
•
What do you need to be feeling in order to take that action?
•
What do you need to think in order to feel this way?
Then, put your plan into action. Once you’ve thought of your action(s) to improve the situation, put it
into effect. Have the conversation, make the change, whatever your action plan is, go do it, and take
notes on the results so that you can use them to draft your reflection below.
4. Lastly, it’s time to reflect. In the last part of your submission, describe what happened and how
you applied the Thought Model process. Consider the following questions when drafting your
response (likely a few paragraphs, around 300-500 words):
•
How did recognizing your thought about the current circumstance help you see how you are
participating in your results?
•
How did thinking through the Thought model influence the action plan you came up with? How
did getting clearer about the circumstances, thoughts, and feelings influence the action you took
and the results you achieved?
•
Did your action plan work the way you expected?
•
What were the actual results and did they differ from what you predicted?
•
Is the situation resolved to your (and/or your supervisor/colleague/manager’s) satisfaction?
•
What would you do differently if you had the opportunity to address the situation a second time?
•
What was most difficult for you to practice or apply?
•
What did you learn using this model?
•
What steps are you planning to take next? Why?
5. Submit your response as a Word Doc (.doc, .docx), Plain Text file (.txt), or PDF file. Make sure to
include all of the sections above. It will help your reviewer if you number and/or title each of the 4
written sections (1. Problem, 2. Thought Model Elements and Rationale, 3. The Plan, 4.
Reflection for example).
second week
Setting Expectations & Assessing Performance Issues
Milestone 1: Define Your Coaching Philosophy
For the first milestone, we’d like to ask you to reflect on everything you’ve learned so far in the
specialization, including both the videos and the learning experiences (aka readings, discussions,
and assignments) in order to define your coaching philosophy. As part of this, we’re asking you to:
•
identify your coaching philosophy/perspective as a manager
•
write a definition of coaching in your own words
•
write a mission/purpose statement for your team (you did this for yourself in a former course)
•
develop KPIs for a minimum of 4 roles within your organization (preferably roles you supervise,
but we understand that you may not necessarily be responsible for that many roles)
Please see specific instructions below in the Step-by-Step Instructions section. Most of the
statements we’re asking you to come up with are relatively short, but don’t let that fool you into
thinking that you should only spend a few minutes coming up with each one. Reflection and
brainstorming takes time in order to come up with good statements, so be sure to take the
appropriate amount of time to think of your answers.
Examples have been provided in the Example Submissions section. You are required to critique the
responses of at least 2 other learners, but feel free to do more in order to help more people advance
through the course.
Step-By-Step Assignment Instructions‫أقل‬
please complete all of the steps below.
1. Identify your coaching perspective/philosophy as a manager. Remember, this is the “why”
of coaching. Reflect on your perspectives and your values and then come up with a short
statement on why you want to coach your team. Some examples are below. You will be
assessed on whether or not you include a statement and that it is brief (1-2 sentences), but fully
addresses your “why.”
Please write your coaching perspective/philosophy as a manager here.
2. Create a definition of coaching in your own words. Remember, this is the “what” of
coaching. There is no one, set definition of coaching, but your definition should reflect your
experiences with coaching both inside and outside the confines of our Coaching specialization.
Some examples are below. You will be assessed on where or not you include a definition, that it
is relatively brief (1-2 sentences), and it fully addresses what you see as the “what” of coaching.
Please enter your definition of coaching here.
3. Write a mission/purpose statement for your team. In a previous course you focused on
coming up with a personal, life-affirming, purpose statement. Now we want to expand that idea
outward as you come up with a purpose statement for your specific team. Why does your team
exist? How does it serve the mission, as you understand it, of the overall organization? A
person reading this purpose statement should easily be able to answer these questions simply
based on reading this statement and you will be assessed as such. It should also be brief (1-2
sentences at the max). Some examples from well-known organizations are included, but
remember that this statement should be for your team specifically.
Please enter the mission/purpose statement you came up with for your team here.
4. Develop KPIs for a minimum of 4 roles within your organization. This should take you even
more time. You need to reflect upon the roles within your organization (preferably ones you
supervise, but if you don’t supervise that many, please consider other roles within your
organization) and determine what are the key measures of success for the roles you supervise.
You should consider the following questions: How do you know that a role is performing well?
How is that demonstrated? What measurements do you look at daily, weekly, monthly,
quarterly, and yearly to know how well these roles are performing? You should come up with as
many KPIs as you think are necessary for each role, but we are going to ask that you come up
with a minimum of 5 KPIs for each of the 4 roles – you likely will easily be able to come up with
more.
Make sure to include all of the sections above. It will help your reviewer if you number and/or
title each of the 4 written sections
Example Submissions
The following are some examples in order to give you an idea what we’re looking for in terms of this
milestone.
Examples for Definition of Coaching
•
Coaching is a practice that is in place to improve employee skills and competencies.
•
Coaching is an agreed upon relationship between all levels of staff to support ongoing learning
and skill development.
•
Coaching is recognized as an internal practice that allows our organization to continue to move
forward, as the market demands new skills and perspectives.
Examples for Management Perspective/Coaching Philosophy
•
I coach my team to develop the skills of employees.
•
I coach my team to ensure employees have the resources available to effectively do their jobs.
•
I coach my team create and sustain an engaging work environment.
•
I coach my employees to challenge their thinking and drive innovation.
Examples for Mission/Purpose Statements from Organizations You Might be Familiar With:
•
To conserve the lands and waters on which all life depends. (The Nature Conservancy)
•
To enhance quality of life for all as we age. We lead positive social change and deliver value to
members through information, advocacy and service. (AARP)
•
To work in partnership with member stations to create a more informed public – one challenged
and invigorated by a deeper understanding and appreciation of events, ideas and
cultures. (NPR)
•
To organize the world’s information and make it universally accessible and useful. (Google)
•
Our mission is to make Target the preferred shopping destination for our guests by delivering
outstanding value, continuous innovation and an exceptional guest experience by consistently
fulfilling our Expect More. Pay Less.® brand promise. (Target)
third week
Coaching Practices
Your Coaching Practice and Agenda
For this milestone your task will be to both reflect on your overall coaching practice and refine where
necessary, as well as to develop both a standard and targeted coaching agendas for several of the
employees in your organization (preferably those you supervise).
For this assignment you will need to hone your coaching philosophy to where you can actually put it
into practice – that is deciding on things such as the frequency of your meeting schedule with your
employees, how meetings will be tracked, what to do if something comes up and you or the
employee are unable to meet, and how you will communicate with your team.
In order to develop your coaching practice effectively, you will need to determine the goals for the
people that you are supervising, craft a communications document that outlines your communication
strategy and plan for rolling out the coaching practice to your team (consider the video entitled:
Coaching Through Organization Change), and define specific agenda items for a minimum of 4
employees on your team – ideally these should be employees representing at least some of the 4
roles for which defined KPIs in the previous milestone.
Follow the specific steps outlined in the Step-by-Step Instructions section to complete this
assignment.
Step-By-Step Assignment Instructions
The Coaching Practice Plan
1. In a paragraph or two, briefly describe your organization, the nature of your business (including it’s
pace), and the makeup of your team (“who’s” on the team? Where do people fall on the employee
performance continuum? How many people do you supervise that you consider “difficult”?, etc.
Suggested length 150-200 words. Please upload your Coaching Practice Plan here
2. Describe your coaching practice plan, identifying answers to all of the following questions:
•
What is the proposed meeting schedule (frequency of both your team meetings and one-onones)
•
Are the meetings booked on specific days/times of the week/month/quarter?
•
How will your meetings be tracked and employees held accountable for anything discussed in
the meetings?
•
If you or your employee are unable to meet what is the plan? When/how will meetings be
rescheduled?
•
What concerns do you have for implementing a culture of coaching within your organization?
How are you going to address and/or mitigate those concerns?
•
What are your plans to ensure that your coaching practice remains consistent and the
employees on your team feel they are all treated fairly?
•
What is your general communication strategy to roll out your coaching practice to your team?
As you are reflecting on your coaching practice, remember to consider your own business
operations – don’t simply copy from a template you’ve seen in this specialization or elsewhere. The
point here is to reflect and custom-design an effective plan for your organization, not someone
else’s.
You will submit your final plan as a PDF (preferred), word doc (.doc, .docx), RTF, or plain text (.txt)
file.
Coaching Agenda
1. Design a generic coaching/one-on-one meeting agenda to start from. This should include
items that are typically part of a standard coaching agenda (refer to the video). Please
upload your Coaching Agenda document here
there is a separate section for the generic agenda, and each person’s profile and agenda.
2. Identify 4 individuals (preferably on your team if it is large enough, and representing the roles you
came up with KPIs for in the last milestone) that you are going to design coaching agendas for.
3. Using first names only, start a page for each person. On each page, briefly give your review a little
background on the individuals in order to give your reviewer a mental image of each person,
answering questions like: where are they on the employee performance continuum (refer to the
video for a refresher)? what do they excel at? what do they seem to struggle with? do you identify
them as “difficult?” why or why not? what opportunities do they have for growth? Aim for a short
paragraph or two (no more than 200 words).
4. Identify a minimum of 3 goals (more is better) you have for each person on that person’s page(s) these should reflect the KPIs you’ve come up with for their roles in the first milestone.
5. Craft a coaching agenda for each person on their page(s), reflecting a discussion of the goals and
other standard agenda items (such as a discussion of the KPIs of the role they are in). Really spend
some time thinking about this and coming up with this as you will need coaching agendas to refer to
for the next milestone in which you will be required to have coaching conversations with a minimum
of two of these employees you’ve identified.

Purchase answer to see full
attachment