Introduction
In the organizational development arena, coaching and mentorship are the best equipment for improving employee competence and transforming those capabilities into attaining corporate goals. My reflection concerns an assessment from my ‘Coaching & Mentoring Skills’ course, which is part of the BA (Hons) Leadership and Management Skills for the Workplace program. I performed as Philippa Graham, the team leader at Healthcare International, in the scenario where I faced Janice Rowlands, a senior microbiologist. The opportunity to live through this situation was a surprising element in the relationship between the coach and the mentee and the adaptation to be made in the rapidly changing corporate world. It underlined that eliminating the old work habits, such as schedule shifts and automation, would affect employees’ morale and performance.
The purpose of this reflection was threefold: to review the effectiveness of the coaching session, evaluate the impact of coaching and mentoring on employee behaviors and organizations, and understand the depth of the skills and competencies a coach or a mentor must possess. It was a ‘real-world’ experiment, making it easier for me to look at things from different sides and appreciate how offices run.
Reflection of the Coaching Session
Apart from the session that I had with an imaginary character, Janice Rowlands, who symbolizes the difficulties that modern-day workers have to grapple with today, I had a chance to sharpen my coaching skills that will be relevant in the market. As Philippa Graham, I dealt with this issue of introducing an individual to therapeutic and developmental communication in a changing and oversized organization.
Advantages to learning from the Coaching Session
Among the features of the seminar were the ideas that aligned with the characteristics of great coaching. It is very optimistic that the relationship with Janice was successful, and I created an environment of trust and comfort. Making the first move by asking job-related open-ended questions about her adaptation to the recent departmental changes, I created a free and comfortable atmosphere for further expression. Therefore, this style allows people to be open, with no secrecy. Consequently, Janice can tell her coach about her worries and hopes for her career, which is the essence of an engaging coaching process. Finally, the most vital ones for me were active listening skills. I communicated my concern by giving full attention to how Janice expressed herself. I could then read the content and the emotions she hoped to share. So, I learned that I was able to ask meaningful trailing questions; hence, we deepened our discussion, and I came to have a fuller grasp of her predicament.
Areas for Improvement
Although the talk is complete, I believe there are some sections I need to work on during the next talk. The other area, for instance, is the provision of more structured feedback. I did my best to help her get some ideas and insights about her feelings, problems and needs at work, but I could have given her more active advice and feedback to help shape her action plans related to her goals and work-life balance issues.
Moreover, I could have engaged more crucially on her part to influence her intoxicated opinions. Thus, instead of just sympathizing with her, I could have subtly challenged her to look into the positive sides of this transition and, in this way, contribute to her more balanced viewpoints.
Application of Coaching Skills, Behaviours, and Values
During the whole session, I tried to be a coach representative of the characteristics of a good coach. Empathy, my entire approach, helped me understand her problem accurately. Throughout the process, I avoided being judgmental and managed to create a cooperative and welcoming environment.
Moreover, I displayed a humble and open nature by accepting that the role of a coach is not that of an all-knowing expert but a caretaker for Janice’s self-exploration and problem-solving. The sense of responsibility that came along with the self-reflection gave Janice the power to take hold of her personal development and come up with her own solutions.
Utilization of Coaching Models
In this lesson, I aim to address the GROW model, an acronym for Goal, Reality, Options, and Will. This model had a fundamental role in shaping the structure of the conversation by starting with the definition of Janice’s organizational objectives. Next, we analyzed the reality of her present circumstances and scrutinized the recent transformation within the organization and its influence on her. In the Exploring Options Session, we thought of the possible ways and how she can advance her career and identify where her worries regarding the office come from. Lastly, during our meeting, I will assist Janice in creating an actionable plan with the exact actions and steps they will take once the session is over.
The GROW model was featured clearly in the dialogue process, enabling the session to be problem-centered while remaining agile with the dynamic nature of Janice’s problems. Through the coaching session, she had a chance to go through all the aspects of her situation and determine the steps to develop. It highlighted the value of building rapport, keeping an active ear, and giving clear feedback. Although the employment of the GROW model was rewarding, seeing what still needs to be worked on, like calling out one’s assumptions and offering counter points, is also essential for my growth for becoming an effective coach. Through this process, I gained more insight into suitable coaching skills and the role of self-development when I aspire to become a good coach.
Critical Evaluation of Coaching and Mentoring in the Context
In a modern workplace, it is clear that coaching and mentoring have become important for employees (Bachkirova, Arthur, and Reading, 2020). The article introduces these techniques’ effectiveness and applicability to the challenging reality of Healthcare International, where performance improvement and low morale are struggles in the face of corporate restructuring.
Effectiveness of Coaching and Mentoring
The example from a dilemma Healthcare International, where they are under pressure to cut costs and improve performance, echoes many modern organizations. Hence, in this kind of atmosphere, coaching and mentorship, tools for managing change, and employee involvement become very essential. (Hamilton-Hart and Wai-chung Yeung, 2019). One of the critical features of coaching, the individual development and performance enhancement aspect, provides an opportunity for employees, such as Janice Rowlands, to channel their goals into organizational objectives. On the one hand, mentoring can expose an employee to the broader view and assist in the development of a feeling of belongingness and being appreciated within the organization.
Through coaching and mentoring in this area, these programs can help cast positive outcomes (Hobson and van Nieuwerburgh, 2022). First, it increases the employees’ morale by giving more importance to the organization’s investment in them through the employee development program. In this case, the restructuring at Healthcare International may have resulted in uncertainty and decreased motivation among workers. Besides that, it can assist employees in making the transition to new jobs and responsibilities smoother, as shown in the example of Janice carrying out additional duties after the departmental changes.
Challenges in the Context of Corporate Pressures
The efficiency of these measures is not without its problems, particularly in a high-tension corporate sector. Sandwiched between the two conflicting roles of a manager, Philippa Graham has to focus on the department’s effectiveness and the welfare of the people working for her. The cutdown in the workforce and the heightened automation probably resulted in the team’s insecurity and increased workload. Such a situation necessitates a mixed approach to Philippa’s coaching as her primary agendas may involve individual concerns while promoting overall organizational strategy.
Theoretical Support and Models
Theoretically, models such as Situational Leadership Model can play a vital role in this scenario (Xuecheng, Iqbal, and Saina, 2022). This model aims to apply a leadership style that is adaptable to the team members’ stage (Hersey and Blanchard). For instance, Janice – a high-performing and ambitious team member – may require a more hands-off leadership style than the team members uncomfortable with the transition. They may need one-on-one coaching or additional support. Philippa’s team can also adapt this structure to be more personalized, which is desirable to different team members. Another leadership style that we can utilize is Transformational Leadership.
Consequently, this way of leadership implies highlighting and making employees perform beyond their customary capabilities (Bastari, Eliyana, and Wijayanti, 2020). (Bass and Riggio). Philippa can demonstrate a specific way of introducing the idea of a positive future, with the aim of helping the team to accept the upcoming challenges of organizational change as grounds for personal and professional development.
Coaching and mentoring during the internal HI restructuring program open up practical ways to boost workers’ output and morale. On the other hand, their effectiveness depends on their ability to go through the particular difficulties that corporate stress and restructuring generate. A manager like Philippa can use appropriate leadership and mentoring models, enabling them to steer the team successfully through the waves of change, thus stimulating a culture of growth, adaptation, and resilience. The Healthcare International scandal indicates that individualized mentoring and coaching approaches will remain essential to modern management.
Analysis of Effective Coaching and Mentoring Skills
The effectiveness of coaching and mentoring largely depends on the coach or mentor’s technical and soft skills, behaviors, attitudes, values, and beliefs. (Hussey and Campbell-Meier, 2020). The scrutiny of these aspects, including the mentoring and coaching event with Janice Rowlands, helps us understand the essence of good coaching and mentoring.
Essential Skills and Behaviors
Such elements as active hearing, empathy, questioning, and feedback delivery underpin successful coaching and mentoring. Active listening involves listening that entirely concentrates on what is being said, understands, reacts, and remembers what has been said (Jonsdottir and Fridriksdottir, 2019). I found this skill incredibly helpful, giving me an insight into Janice’s viewpoint and worries, thus aiding in establishing a supportive climate. EmpathyEmpathy, meaning the capacity to understand and share the other person’s feelings, was of no less importance in creating a relationship based on rapport and trust.
Doubting is of use here, especially when asking open questions. It spurs the mentee’s depth of thought and drives them to express their thoughts and emotions. The Q&A role play helped me understand Janice’s opinions on career development, her feelings about organizational changes, and her reactions to them. Another aspect of delivering feedback is that it should be constructive, particular, and action-oriented. Nevertheless, following this activity, I am aware of areas for improvement, forexample, providing more structured and exact feedback to help Janice better.
Attitudes and Beliefs
Their attitudes and beliefs determine the influential solid power of a coach or mentor. The most important value is the belief that every individual is capable of maturing and changing. This cognizance motivated the roleplay as it directed convenience toward Janice’s developmental and growth potential. Similarly, undemanding and perceptive coaches and mentors should encourage a non-judgmental and open-minded environment where free and unreserved speaking is welcome. While performing the roleplay, you should use all your creative parts and allow the session to flow by reflecting on how Janice reacts and to what degree she needs your advice.
Values
Reduces such as integrity, due process, and dedication to the growth of the students are the basis of effective coaching and training. Integrity from the coach or mentor means that they always remain truthful and integrity during the approach. The mentor should be respectful even though the content of the discussion is mostly the mentee. I did this in the role play because I demonstrated ethical behavior by valuing Janice’s viewpoints while avoiding breaching my professional boundaries.
Reflection and Learning from the Role Play
The roleplay experience has shown me that while those key factors were there, there is always room for improvement. For example, empathy and active listening saw great implementation, but one could have had more focus on actionable feedback and challenging Janice’s perspectives, hence self-awareness and insight enhancement. It emphasized that the approach should be balanced and contain supporting listening and proactive guidance. The role play was a blind spot where I had to learn the complex skills, behaviors, attitudes, ideologies, and values relevant to coaching and mentoring. It showed the valuable role of these parts and the need for ongoing change and reflection within these roles. Overall, I learned that excellent coaching and mentoring are synonymous with guiding others, but it is also about personal development and growth as a coach or mentor.
Conclusion
The experience of roleplaying as a coach and working with Janice Rowlands was a learning experience that added to my understanding of proper coaching and mentoring. It was also evidence that fundamental skills are vital; thus, you should be able to demonstrate active listening, empathy, and d structured feedback. This routine also promotes the coaches’ attitudes and values, which significantly create a harmonic condition for good learning and development. The session taught me the crucial point of combining empathic support with challenging advice. This will undoubtedly benefit me in future relations in my professional environment. This is what concerns me the most, and it is also what I will continue to think about in the future. It will help me become a better leader and mentor. I plan to integrate these lessons into my work as a basis for the advanced and empathic leadership style, especially where large-scale organizations’ reorganizations and staff career development are concerned. This training has entrenched me with a newfound appreciation of the governances of coaching and mentoring and has capacitated me to be a better motivator and a guide for others in my future endeavors.
Reference list
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Bastari, A., Eliyana, A. and Wijayanti, T.W. (2020). Effects of transformational leadership styles on job performance with job motivation as mediation: A study in a state-owned enterprise. Management Science Letters, 10(12), pp.2883–2888. doi: https://doi.org/10.5267/j.msl.2020.4.019.
Hamilton-Hart, N. and Wai-chung Yeung, H. (2019). Institutions under pressure: East Asian states, global markets, and national firms. Review of International Political Economy, pp.1–25. doi https://doi.org/10.1080/09692290.2019.1702571.
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Jonsdottir, I.J. and Fridriksdottir, K. (2019). ACTIVE LISTENING: IS IT THE FORGOTTEN DIMENSION IN MANAGERIAL COMMUNICATION? International Journal of Listening, 34(3), pp.1–11. doi https://doi.org/10.1080/10904018.2019.1613156.
Xuecheng, W., Iqbal, Q., and Saina, B. (2022). Factors affecting employee’s retention: Integration of situational leadership with social exchange theory. Frontiers in Psychology, [online] 13(872105). Doi: https://doi.org/10.3389/fpsyg.2022.872105.
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