Chapter 2.7 Coaching Flashcards
An organization implements a new performance management plan that emphasizes the role of coaches to help employees capitalize on their natural strength. The talent development professionals working as coaches are encouraged to engage in informal coaching discussions with managers and employees as part of the performance management plan. What benefit accrues from such informal coaching discussions?
Encouraging employees to have different kinds of conversations to learn and grow.
Helping employees to design specific personal development plans.
Making the organizational structure fluid by removing reporting hierarchy.
Eliminating the role of managers by excluding them from coaching discussions.
Encouraging employees to have different kinds of conversations to learn and grow.
Talent development professionals may use a coaching approach implicitly in conversations with employees. Informal coaching discussions are used more frequently by a talent development professionals and managers as a conversation focus on helping others to move forward relative to their goals, hopes, and future plans. Informal coaching does not change the reporting structure in an organization. Managers are not privy to discussions in mentoring sessions, while managers are partners and sometimes coaches in coaching sessions. Mentoring helps people with their career and personal device, not coaching.
A talent development professional Cray to coaching agreement with the manager and an organization. The coaching agreement specifies the schedule, the length of the engagement, and the protocol for canceling or changing meetings. According to the international coaching Federation, which coaching cabin and see is a talent development professional focusing on?
Communicating effectively.
Co-creating the relationship.
Setting the foundation.
Facilitating learning and results.
Setting the foundation.
In the given scenario, the talent development professional is setting the foundation, which involves meeting ethical guidelines and professional standards and establishing the coaching agreement.
Co-creating the relationship includes establishing trust and intimacy of the client and establishing a coaching presents.
Communicating effectively includes active listening and powerful questioning.
Facilitating learning and results includes creating awareness and designing actions.
An organization hires a talent development professional to coach employees who have recently been promoted as managers in an organization. The talent development professional meets each manager separately to know the person and establish trust and intimacy. According to international coaching Federation, which coaching competency is a talent development professional exhibiting?
Facilitating learning and results.
Communicating effectively.
Setting the foundation.
Co-creating the relationship.
Co- creating the relationship.
In the given scenario, the talent development professional is Co-creating their relationship, which includes establishing trust and intimacy with a client and establishing a coaching presents. Facilitating learning and results includes creating awareness and designing actions. Setting the foundation includes meeting ethical guidelines and the professional standards and establishing the coaching agreement. Communicating effectively includes active listening and powerful questioning.
A team of talent development professionals reviews the performance management strategies of an organization and modifies the manner in which they are framed and implemented. This also involves making changes to the organizations policies and objectives. Which type of learning best describes this scenario?
Double loop learning.
Affective learning.
Single loop learning.
Reflective learning.
Double loop learning.
Double loop learning focuses on a fundamental change and thinking patterns and behaviors. People often refer to this act as reframing or changing the context. In this given scenario, the organization changes the way the performance management strategies are framed, that’s using double loop learning. Affective learning relates to a learners interest and motivation. Reflective learning helps learners to analyze their learning experience and use critical thinking skills to improve their future performance.
The leaders of an organization observe that some other talented employees do not meet expectations when they work on projects with tight deadlines and higher volumes of work. The leaders hire a talent development professional to work as a coach and healthy employees to perform better. In this scenario, which approach show their talent development professional adopt to help the employees?
Help the employees to develop their own action plans.
Refrain from asking the employees difficult performance related questions.
Focus on employees professional development rather than performance development.
Use a learner lead approach without an agenda.
Help the employees to develop their own action plans. In
the given scenario, the coaches role entails helping the employees to develop their own action plans to perform better and high-pressure situation. Coaches should primarily focus on performance development rather than professional development. Coaches should ask clients stimulating questions and use a structured approach rather than a learner led approach to achieve specific goals or objectives.
A talent development professional working as a coach conducts one on one sessions with employees and how to deal with workplace conflicts, developing emotional intelligence, and cultivating proactive habits that boost performance. What attitude should the employees adopt to ensure effective coaching?
Rely on the coach to solve all their performance issues.
Share information on a need to know basis.
Be relationship oriented rather than task oriented. Openly discuss their opinions and frustrations.
Openly discuss their opinions and frustrations.
The client role entails openly discussing frustrations, problems, setbacks, questions, and successes with the coaches to facilitate effective coaching. Withholding information will not help coach is to understand the problem. It is important to remember that coaches cannot solve all performance issues. There may be some obstacles that need to be removed by employees managers. Coaches and their clients should focus on the task at hand.
An organization is working with a talent development professional to coach managers and giving and receiving feedback. The talent development professional has determined what are the managers are ready for coaching and established a coaching agreement with the organization. As per the ATD coaching model, which immediate steps should The talent development professional take next to ensure effective coaching?
Create a partnership.
Collect and analyze the data.
Construct a development plan.
Collaborate and challenge.
Create a partnership.
The second stage of the ATD coaching model involves creating a partnership with a client. Collect and analyze the data, construct a development plan, and collaborate and challenge are the third, fourth, and fifth steps, respectively.
An organization plans to expand its operations globally, and its employees need to be coached on cross cultural communication and diverse perspectives. A talent development professional is working with the employees to navigate cross cultural environments. The talent development professional follows the ATD coaching model and prepares a development plan for the employees. Which step is most likely to be part of the stage?
Brainstorming ways to provide the training.
Analyzing the culture and diversity of the organization. Monitoring milestones and tracking results. Supporting cross-cultural initiatives.
Brainstorming ways to provide the training.
The fourth stage of the ATD coaching model involves constructing a development plan, and brainstorming options as part of the stage. Monitoring milestones and tracking results as part of the collaborate and challenge stage. Analyzing the culture and diversity of the organization is part of the collect and analyze the data stage. Support movement toward the goal is part of the Collabra and challenge stage.
A talent development professional is working with an organization to coach employees on work behavior using the ATD coaching model the talent development professional is collaborating and challenging the employees by keeping them focused and on track, asking powerful questions, and monitoring milestones and tracking results. What is the next step in the ATD coaching model process that will help the talent development professional to move forward?
Construct a development plan.
Create a partnership.
Clarify the agreement.
Complete and acknowledge.
Complete and acknowledge.
In the ATD coaching model, the collaborate and challenge step is followed by the complete and acknowledged up.
Create a partnership, clarify the agreement, and construct a development plan perceive the collaborate and challenge step in the ATD coaching model.
A coach works with the employees of the HR department of an organization for institutionalizing various initiatives. The coach follows the ATD coaching model. Which activity is the coach most likely to perform in the last step of the ATD coaching model?
Teach the employees to practice self coaching.
Set measurable goals for employees.
Ask employees thought-provoking questions. Motivate employees to do more than they think they can.
Teach the employees to practice self coaching.
The last step of the ATD coaching model is complete, acknowledge, and celebrate. This step involves reaching an agreement with a client that it’s time to end the relationship, reflecting on the successful results, teaching the client to practice self coaching, and discussing ways client can continue to grow.
Asking employees thought-provoking questions and motivating employees to do more than they think they can are part of the collaborate and challenge step.
Setting measurable goals for employees is part of the construct a development plan stage.
A talent development professional is creating a learning program to enable managers and an organization to be effective coaches. Which of these practices should a talent development professional advocate through the program for the managers to be effective coaches?
Encourage managers to micromanage employees. Enable managers to the valve fixed mindsets. Replace a learning culture with a training culture. Motivate managers to invest time in developing people.
Motivate managers to invest time in developing people.
Talent development professionals should recognize that the most important roles managers have is to develop team members. It is important for town development professionals to encourage learning culture and set up a training culture; talent development professionals should encourage managers to empower team members and avoid micromanaging. In order to be effective coaches, managers must be open to learning and developing growth mindsets.
A talent development professional is developing a program to enable first time managers to be effective coaches. As part of the program, which of these behaviors should the talent development professional encourage to help managers become effective coaches?
Micromanage team members and day-to-day task. Keep team members performance separate from individual development plans.
Create accountability among team members by holding regular progress reviews.
Avoid including team members while setting goals for the team members.
Create accountability among team members by holding regular progress reviews. For managers to be affective coaches, it is important to create accountability by holding progress review several times a year with team members. To be affective coaches and keep team members engaged, it is important for managers to include team members while setting goals. Manager should connect to team members performance and accountability measures with individual development plans. This helps and keeping employees engaged. Additionally, manager should empower team members and avoid micromanaging.
A talent development professional is conducting a learning program for managers and effective coaching conversations. The town development professional is currently coaching the managers and how to talk to team members about career growth and discuss learning opportunities that the team members may be interested in. Which of the three basic coaching conversation topics is a town development professional discussing in this scenario?
Summarizing coaching conversations.
Discussing strengths and development.
Planning for coaching conversations.
Maintaining coaching energy.
Discussing strength and development.
The talent development professional is explain the coaching conversation topic of discussing strength and development. The topic focuses on employees career growth and available learning opportunities. Planning for coaching conversations includes articulating the current situation, planning the conversation in advance, and being a good listener. Summarizing coaching conversations and maintaining coaching energy are not part of the three basic coaching conversation topics.
A talent development professional is coaching a first time manager to provide constructive feedback to team members. Which of these actions should the talent development professional encourage the manager to take as part of the process of delivering constructive feedback?
Make the feedback ambiguous to avoid D motivating the team members.
Start the conversation from a positive place.
Present the learning opportunities available to team members.
Plan a coaching conversation in advance.
Start the conversation from a positive place.
While coaching managers to deliver constructive feedback, talent development professionals should help managers to understand how to start from a positive place, be specific, be timely, and allow for responses from team members. Planning to coaching conversation in advance and presenting the learning opportunities available to team members are not part of providing constructive feedback.
A talent development professional is coaching a sales manager and how to motivate a team to meet sales targets for the next financial quarter. The talent development professional emphasizes that the manager should provide the team feedback on current performance and share the clients perception with the team. Which step of the COACH conversation process is the talent development professional focusing on?
Current situation.
Objectives.
Alternatives.
Choices.
Current situation.
The COACH conversation process describes for steps in coaching. The first step, current situation, involves the manager describing and exploring data, sharing feedback, and the clients perspective to team members. The objective step involves defining coaching goals, expected results, and measurable objectives. The alternative step involves discussing alternative approaches and ideas on how to fulfill the establish objectives; the choices step involves providing support as a client makes choices for actions.
