Coaching and mentoring analysis and evaluation

Effective coaching and mentoring, during professional situations, change initiatives, etc. assists with sustaining performance improvements within an organization. Leaders and managers should be equipped with skills in how to coach and mentor others within their organization. Coaching is viewed by many people as being performance driven, designed to improve the professional’s on-the-job performance thereby improving the overall organization’s performance. Whereas, mentoring is designed to be development driven, looking not just at the professional’s current job function but beyond, taking a more holistic approach to career development. Using both skills can be beneficial for the employee/coachee and the overall organization.

Select a professional or personal project that needs to be worked on that includes a subordinate (someone you can coach and mentor). The exercise, evaluation and analysis needs to be different than the IDP Report that you are completing during the semester. Each analysis needs to be typed in 12-point times new roman font and 1” margins describing the student’s experience in a minimum of 5 pages, double spaced, that include the following areas.

Coaching and mentoring Role
Complete the Coaching Self-Assessment provided with the assignment. What skill area(s) are your strengths? What skills areas do you need to develop?
Coachee Skills Needed: Who is the individual and what is their position?
Identify and assess the core competencies needed by the individual you chose to coach and mentor for this assignment. Prioritize the capabilities that s/he needs to develop to perform successfully in their own current roles and identify opportunities/responsibilities/assignments that could help them develop those capabilities.
Coaching and Mentoring Exercise: Explain the project and the goals.
Describe two different sessions where you can coach and mentor the subordinate. (Note: Include the coaching and mentoring sessions dates- these need to occur during the semester and prior to the due date submission.) What specific things will you be coaching and mentoring the subordinate on during the two sessions?
How does this project support the overall organization strategies and goals? Be specific with providing at least two qualitative and/or quantitative goals.
How does the project align with the core competencies needed by the coachee provided in 1c?
What performance improvement tools and/or leadership skills (minimum of two) will be needed to support the project? How will they assist in increasing the organizational performance?
Reflection: Coach, Coachee and Process Outcomes
Coach:
How did you perform as a coach with respect to the areas identified in 1a? What specific behavior and actions did you exhibit during the coaching session to develop trust, motivating the coachee, increasing accountability and overall project performance? You can use the leadership skills (basic and advanced skills noted in the assignment and/or information from the textbook to support this area.
Did your coaching and mentoring inhibit or assist in/support developing the coachee’s thinking, problem solving, initiative and overall skillsets?
Were there areas that you still need to develop? If so, what is your plan to do so. If not, support your position.
Coachee:
Is the coachee more prepared/ready to complete the project and associated tasks based on the coaching and mentoring you provided? If so, explain the coachee’s increase in skills/competencies you observed (provide 2 qualitative and quantitative). If not, why not?
Explain how you could have coached better in this situation? What do you need to do different during the next coaching session?
C. Project Outcomes

What were the overall outcomes of the project?
Did you obtain the goals that were set forth in the beginning? Why or why not? If so, what specific goals did you achieve? If not, explain what you need to do to achieve the goals (more coaching and mentoring, coachee training, change goals, etc.).