Analysis of Coaching and Mentoring Practices for Developing and Applying Your Own Skills - Coursework Example

Reflection and Skills Practice Part 2 Brief Description of Coaching Situation The coaching situation focused on identifying the client’s problem through giving appropriate questions and verifying if one clearly understood what the client has stipulated. From the discourse, as the coach in the situation, one was able to verify and validate that the cause of the client’s dilemma was dissatisfaction from rendering long hours at work without being duly compensated or promoted. The client has been working as a customer service representative of an insurance company where interactions with customers were facilitated through diverse means: face to face communication, through the phone, or through the electronic medium. Apparently, as initially expressed, the manager of the client expressed high expectations in terms of manifesting exemplary behavior through providing high quality of customer service despite long hours at work. The current reflection and skills practice requirement would hereby focus on addressing the following questions, to wit: (1) what skills or techniques were used in the coaching practice session? And (2) why did these seem most appropriate? The questions would be addressed using the feedback tool and the skilled helper model, as required. Reflection 1. On the Coaching Situation The overall assessment of the coaching situation using the skilled helper model, upon hindsight and review are detailed as follows: Stage 1: Exploration One could initially surmise that the client manifested a level of exasperation and dissatisfaction from having been expected to perform at her best and for not being acknowledged for work well done. Aside from the apparent behavior, further assessment of the situation would reveal that there is eminent failure from the client to inform her manager regarding her dissatisfaction and to discuss proposed ways to address this. Obviously, from the narration, there is inefficiency exemplified by the organization, through the manager’s behavior, with regards to motivating their employees at work. The organization expects their customer relations personnel to exhibit exemplary behavior with the goal of achieving high optimum customer satisfaction without providing motivational programs or incentive schemes that would improve and enhance productivity and performance. The client’s admissions that she has not received any promotions for a long time indicate the failure of the organization to acknowledge and recognize exemplary performance through motivation and rewards. At this stage, as the coach, one effectively sought what was happening in the organization in the client’s own words and it was eminent that I reflected the incidents back to the client without judgments or criticism. I applied active listening skills, checked my understanding through summarizing and paraphrasing, assisted in focusing through asking what else could have been contributory to the problem, and through effective questioning. Personally, one strongly believes that there is one weakness, though in this stage that is leading the client to certain responses. Like for example, upon reflection, one’s question that stated “So if I’ve got it right, your family understands your work, your responsibility toward your organization by working for too long time which requires you to miss the family time in some days, and they support you when you go back to home and work for too long hours” – where the customer just responded yes. This was one of the apparent weaknesses I noted in my previous reflection where I need to be a more effective investigator. I should have re-phrased the question so that the customer would be the one to respond and expound on the situation. A more appropriate question in lieu of this could have been: “By working too many long hours, what do you think are contributory to the problem in terms of time with your family and engaging in other activities?” Through this question, the client would be the one to expound and assist in identifying blind spots – rather than leading the client by providing the answers. Stage 2: Challenging The stage would actually assist the client to challenge existing views; meaning, to see the problem in other people’s perspectives. For example, through one’s asking if she could define the problem to her manager, the client is made to reflect on her inability to voice her current situation which could possibly solve her predicament. Or, the client could take the customers’ point of view by prying on possible repercussions to the customers if employees are made to work long hours without being provided due promotions or recognition for work well done. Further, in this stage, one has been effective in goal setting through asking what the client wants and thus identifying how progress could be made through stipulation of alternative courses of action. Stage 3: Action Planning Under this stage, one was effective in assisting the client in clearly identifying the game plan and the options open. However, as previously noted, I again had tendencies to lead the client as evidenced by the question “So from your point of view your goal is to get promotion if you work for a long hours or shift to part time and looking for additional job even if that will cost you that working in two different area, two different managers, different work expectations, or maybe be another pressure due to the change of work environment”. One could have improved this question by indicating that “If your goal is to get promoted or duly compensated for working long hours, how would you go about this? What other options or alternatives are you looking into?” Then, further questions could focus on asking the client what she thinks would be best for her? What would she plan to do first? What are the other alternatives? And what strategies would she develop to do this? 2. Reflection on the Skills in Coaching 2.1 What were your thoughts and feelings as/after you practiced? After assuming the role of a coach, one strongly believes that I still manifest strengths in the areas of being a good facilitator and on contracting. However, I still need to improve my skills in investigating by designing the most appropriate questions and by not providing the answers within the questions that I ask. I also realized that I am a good reflector, not only indicated through the coaching situation, but also in assessing my strengths and weaknesses through the experience. 2.2 What aspects of the Coach/Mentor Role self-assessment and/or Skilled Helper Model were emphasized, while others did not receive attention? What was effective and what might you modify? All the stages in the skilled helper model were stipulated and emphasized. The only aspect that needs improvement is the design of more appropriate questions that are not leading and that are open-ended. I realized that the client should be given the opportunity to closely reflect on their problem and identify the blind spots. The process would assist them in defining alternative courses of action and the strategies that would assist in coming up with the most plausible and viable solution. 2.3 What was the outcome? The outcome of the coaching situation was actually positive given that the problem of the client was clearly identified and that the solution to the problem was noted. Personally, the solution to the client’s problem being defined as talking to the manager was the most appropriate one. Only other alternatives such as looking for another job should be considered if no positive results would ensue from communicating concerns with the manager. More advantages and disadvantages of the options should have been investigated to enable the client to reflect on which alternatives would provide the greatest benefits at the least cost. 2.4 Other insights/reflections on your coaching practice. The coaching practice was both challenging and rewarding in terms of enabling one to identify both strengths and weaknesses. The experience of having assisted the client in identifying the problem and working out an effective solution was fulfilling and confirmed one’s skills as an investigator, reflector, guide, facilitator and contractor. However, after having identified that there are still some areas that need to be developed and improved (as investigator), more coaching practice and experiences are needed to hone the necessary skills and develop expertise in the coaching practice. 2.5 Now that you’ve experienced it, do you think coaching/mentoring is for you? What are your goals for developing and applying your own skills as a mentor/coach beyond this course? One believes that each of us is a coach and mentor in more ways than what we realize. In one’s role in the family for example, or in a small circle of friends, we always assume the coaching and mentoring role through day-to-day interactions and in responding to daily endeavors. Through the experience, I realize that coaching and mentoring is a role for me as I exemplified more than average skills in various facets of the process. I should further develop my skills as an investigator to be able to effectively design questions that are not leading but that are effective in determining the root causes of the dilemma or the contributory factors from the clients themselves. As acknowledged, through more practice and coaching experiences which are made available from daily experiences with family members, friends and in future employment, one could enhance coaching and mentoring skills and develop competency in this area in the near future. Read More