Assignment Sample on Coaching and Mentoring for Business Leaders
1. Significant learning experience
Coaching/mentoring is considered to be significant for every aspect of life, whether it is educational or professional coaching/mentoring. Coaches and mentors have a significant part to play in the establishment of business leaders. As narrated by Augustine-Shaw and Hachiya, (2017), they provide significant values as well as help an individual to grow certain characteristic features required for evolving as a business leader. Therefore, it can be stated in this context that coaching/mentoring has a significant role in building strong leadership in a business. Multiple learning experiences are considered to be significant for a coach/mentor.
Personalising the experiences- Personalizing experiences is considered to be an essential factor for boosting the leadership capabilities of an individual. Every individual has a different way of accepting and channelizing new things; therefore, it is necessary for mentors to personalize experiences for every individual to whom coaching is provided. As opined by Simon et al. (2019), the mentor needs to build strong relationships with the candidates by addressing them through sharing personal details to know each other well.
Focusing on fundamentals- Focusing on the fundamental aspects is another most vital learning experience of a coach/mentor. As a coach, it is significant for me to focus on the fundamental aspects of coaching/mentoring (McGill et al. 2019). It is essential for me to evaluate the essential learning required for the success of a business leader.
Channelizing the positive self- Channelizing the positive inner self is considered to be necessary in order to mentor a business leader properly. Business leaders can face difficult situations while handling their business and so they need to be taught how to channelize their positive self at the time of difficulties (Abdelrahman et al. 2021).
2. Theory of coaching/mentoring approach
There are various theories of coaching and mentoring approach; however, the GROW Model is one of the most famous coaching/mentoring models which have been widely used by coaches/mentors. The model was discovered in the 1980s and has gained immense popularity ever since it has been developed. The theory states the contribution of coaching for the personal improvement of an individual and it also focuses on things that need to be done for effective coaching to take place. GROW Model has been considered as a proven performance coaching instrument that has been equipped by most of the business companies in order to grow strong leadership in business. According to the view of Fontannaz and Cox, (2020), this model can assist the leaders of an organization to deal with performance-related issues which in turn can enhance their performance. The principles of GROW Model are said to be developed from the Inner Game Theory of Timothy Galleway, a theorist who was frustrated with the weaknesses of conventional coaching methods.
The GROW model can help an individual to solve major problems and achieve higher goals as it is a solution-focused model. There are four stages involved in this model which requires a coach to captivate the attention of their candidates. The four stages of this model are Grow, Reality, Option, and Way forward. Each of the stages of the model has been represented by a series of questions that helps an individual to develop and discover their inner potential. This model is considered to be ideal for setting and achieving goals, preserving personal efficiency and achievements, and also for solving major problems (Lawrence et al. 2018). Therefore, it can be stated in this context that the GROW model can be significant for the coaching/mentoring of business leaders.
3. Impact of self-awareness on the approach
Self-awareness is considered to be an essential factor which helps an individual to understand themselves deeply in order to know their strengths and weaknesses. It is considered to be essential for a coach to understand themselves deeply in order to find and tune their motivations constantly. Self-motivation can assist them to coach/mentor an individual in a better way by building their motivations as well as capabilities. Self-awareness can provide an accurate perception of the emotional state of a coach in each moment which can help them to understand how to react and respond to each moment. As suggested by Madarasiné Szirmai and Németh, (2019), coaches/mentors with this ability can be able to allow their emotional responses to address coaching situations. This in turn can help them not to elevate at the point in which they ruin their relationships with others.
Self-awareness is considered to be significant for business leaders as it can help them to evaluate their strengths and weaknesses. It can assist them to channelize their strengths in an accurate way as well as rectify their weaknesses. There are several rules which need to be followed rigorously in order to create self-awareness (Rathmell et al. 2019). The multiple rules of self-awareness avoid quick labeling, understanding emotions from a visceral perspective. Besides that, being aware of emotional resonance and understanding emotional triggers are also considered to be essential rules of self-awareness.
4. Effective coaching/mentoring practices
There are various practices of effective coaching/mentoring which need to be followed by coaches/mentors in order to provide proper coaching to business leaders.
Devising clear goals: Devising clear goals including the benchmark and deadlines is considered to be an effective practice of coaching. For instance, business leaders need to know what is expected from them and how they can achieve it.
Helping with time management: Time management is considered to be one of the most significant factors for a business organization. Therefore, a business leader needs to be provided with proper coaching on time management and multitasking (Mattar et al. 2018).
Emphasizing efforts over ability: Emphasizing efforts more than the ability of an individual can help them to try harder. For instance, if the effort of an employee is emphasized over their ability, they can try harder, and by trying harder they can achieve more.
Framing feedback in a positive manner: Business leaders can encounter several setbacks while managing their organizations and so it is essential for coaches/mentors to provide feedback in a positive manner.
Following up the feedback: Following up the feedback is considered to be a very important coaching/mentoring practice as it can assist a coach to monitor their achievements and failures (Nkomo et al. 2017).
5. Strengths of coaching/mentoring
There are several strengths of coaching/mentoring which are essential for the personal and professional development of business leaders. Coaching/mentoring provides various required qualities to the leaders of business organizations which enable them to manage their organizations in a better way. Establishing and taking actions towards achieving the goals are one of the major strengths of coaching. Coaching enables an individual to be more self-reliant and also enables them to gain more jobs as well as life satisfaction.
Proper coaching/mentoring can enable business leaders to contribute effectively to their team as well as the organization. As influenced by Lawrence et al. (2018), it provides strengths to the leaders to be more accountable for actions and commitments within their organizations. Coaching/mentoring assists a business leader to work effortlessly and productively with other team members such as employees and other stakeholders. Besides that, effective coaching/mentoring can provide effective communication abilities to the business leaders which are considered to be one of the most important factors in a business organization.
6. Limitations of coaching/mentoring
There are various limitations that restrict the effective coaching of business leaders which in turn have negative impacts on the entire organization. Proper coaching is considered to be essential for the growth and development of a business leader; however, the organizational culture can restrict effective coaching which can affect the organization negatively. Besides that, a lack of understanding of the value of effective coaching can be another limitation of coaching as many people fail to understand the importance of coaching within an organization. Coaching is not considered a priority for business organizations as a result of which it is not adopted widely in business organizations.
Resistance from the senior management team is another major reason why coaching is not considered a required factor in business organizations (Abdelrahman et al. 2021). The senior management team often fails to recognize the need for coaching for senior members of an organization which can provide several growth opportunities to the entire business organization. Lack of time and resources are considered to be another major limitation of coaching business leaders of an organization.
7. Reflective practices
The analysis has made me aware of the reflective practices which I can adopt in my professional context which can help in the proper leadership of my organization. It has taught me that in order to be a good business leader I need to channelize my inner positivity. By channelizing my inner positivity I can boost my motivation as well as motivate other staff working in my organization. Besides that, with the implementation of the GROW model, I can achieve organizational as well as personal development goals accurately which can be beneficial for my organization and myself. The study has provided me an opportunity to understand the importance of self-awareness in coaching which has enabled me to understand how self-motivation can help me to build motivation for my team.
References
Augustine-Shaw, D. and Hachiya, R., 2017. Strengthening decision-making skills of new school leaders through mentoring and service. Servant leadership: theory & practice, 4(1), p.3. https://csuepress.columbusstate.edu/cgi/viewcontent.cgi?article=1037&context=sltp
Fontannaz, S. and Cox, E., 2020. Team leadership development through coaching: A case study of skippers in a round-the-world sailing race. International Journal of Evidence Based Coaching & Mentoring, 18(2). https://radar.brookes.ac.uk/radar/file/9d30bf5c-e640-45cf-8b5f-cf90286db42d/1/18_2_3.pdf
Lawrence, E., Dunn, M.W. and Weisfeld-Spolter, S., 2018. Developing leadership potential in graduate students with assessment, self-awareness, reflection and coaching. Journal of Management Development. https://www.researchgate.net/profile/Suri_Weisfeld-Spolter/publication/328144459_Developing_leadership_potential_in_graduate_students_with_assessment_self-awareness_reflection_and_coaching/links/5c64bf9792851c48a9d254d6/Developing-leadership-potential-in-graduate-students-with-assessment-self-awareness-reflection-and-coaching.pdf
Madarasiné Szirmai, A. and Németh, K., 2019. Coaching and mentoring at family businesses in process of transition. Prosperitas, 2019(1), pp.76-101. http://publikaciotar.repozitorium.uni-bge.hu/1550/1/Prosperitas_2019_1_szam_interakt-76-101.pdf
Mattar, M., Van Nieuwerburgh, C., Barr, M. and Jacob, Y., 2018. A role for coaching to support leadership development? The experiences of female Arab leaders: An interpretative phenomenological analysis. International Coaching Psychology Review, 13(2), pp.78-87. https://repository.uel.ac.uk/download/9c846e7e62d9c2d85d3784453c175d8784d96a503564a355baed3eb9f85023fe/394428/Mattar%20et%20al%20%282018%29%20Arab%20Female%20Leaders.pdf
McGill, P., Clarke, P. and Sheffield, D., 2019. From” blind elation” to” oh my goodness, what have I gotten into”… Exploring the experience of executive coaching during leadership transitions into C-suite roles. International Journal of Evidence Based Coaching & Mentoring, 17(1). https://www.nederlandscentrumvoorexecutivecoaching.nl/wp-content/uploads/2020/07/2019-McGill-1.pdf
Nkomo, M.W., Thwala, W.D. and Aigbavboa, C.O., 2017, July. Human Resource Management and Effects of Mentoring on Retention of Employees in the Construction Sector: A Literature Review. In International Conference on Applied Human Factors and Ergonomics (pp. 207-217). Springer, Cham. https://www.researchgate.net/profile/Wellington_Thwala/publication/318161935_Human_Resource_Management_and_Effects_of_Mentoring_on_Retention_of_Employees_in_the_Construction_Sector_A_Literature_Review/links/59d0efb24585150177f3ca37/Human-Resource-Management-and-Effects-of-Mentoring-on-Retention-of-Employees-in-the-Construction-Sector-A-Literature-Review.pdf
Rathmell, W.K., Brown, N.J. and Kilburg, R.R., 2019. Transformation to academic leadership: The role of mentorship and executive coaching. Consulting Psychology Journal: Practice and Research, 71(3), p.141. https://psycnet.apa.org/journals/cpb/71/3/141.pdf
Simon, S., Dole, S. and Farragher, Y., 2019. Custom-designed and safe-space coaching: Australian beginning principals supported by experienced peers form pipeline of confident future leaders. School Leadership & Management, 39(2), pp.145-174. https://www.researchgate.net/profile/Sue_Simon/publication/325481228_Custom-designed_and_safe-space_coaching_Australian_beginning_principals_supported_by_experienced_peers_form_pipeline_of_confident_future_leaders/links/5b9c6916299bf13e60317afd/Custom-designed-and-safe-space-coaching-Australian-beginning-principals-supported-by-experienced-peers-form-pipeline-of-confident-future-leaders.pdf
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