Case Study – Coaching and Mentoring – Senior Managers
The Senior Manager:
Clara, a Senior Manager in mid-30’s, working in a Multinational Organization.
Current challenge:
Clara had recently been promoted to a new position in her organization, resulting in her reporting to a new line manager. She has not been able to establish a rapport with her new line manager, resulting in a loss of confidence.
Why is this a problem?
Clara has a group of 10 managers reporting into her in her new role. If she is not able to establish a rapport with her new line manager, her reporting team may be affected due to non-alignment between the managers.
With her continued loss of confidence, Clara may become disengaged in her job, resulting in loss of performance herself. This may result in financial implications eventually.
She may also seek new opportunities in other organizations to avoid dealing with her current issues. While that will resolve her current situation, there is a need to confirm the underlying issue and put together an action plan so that the situation will not resurface in her new job, if she decides eventually to move to another opportunity.
Questions:
What skills could a coach or mentor incorporate when they are coaching or mentoring Clara? Try to be specific and go into detail for each of the skills that you can come up with.
What actions could Clara take after receiving this coaching or mentoring session?
What are the expected results of successful coaching or mentoring and how will they apparent in Clara’s organisation? Try to be specific and detailed in your response.
Your Task Role Play Exercise: (30 minutes)
Your task is to prepare and deliver a script as a Coach or Mentor for an introductory coaching or mentoring session with Clara.
Within the session you will take turns to be the Coach or Mentor and also be Clara (10 minutes being Phillipa and 10 minutes being a member of the team)
In order for the session to be worthwhile, you need to consider the following:
Whether the situation could be best addressed by either a mentoring or a coaching session
The use of a defined model of coaching or mentoring
Evaluate the Benefit of the method chosen
Take into account the skills, behaviours, attitudes, beliefs and values of an effective coach or mentor
You will be allocated a partner for the role play exercise and will be allocated a time during class to carry out the exercise. You should prepare for a Thirty minute meeting (10 minutes as a coach/mentor and 10 minutes as Clara) followed by a 10 minute debrief.
You will have 5 minutes per a person to debrief
Reflective Statement (2000 words)
Your reflective statement should consider the following:
A reflection of your coaching session: What went well/what would you do differently in future.
A critical evaluation of whether and how coaching and mentoring within this context could lead to improved performance/morale
An analysis of the skills, behaviours, attitudes, beliefs and values of an effective coach or mentor
Your reflective statement must be referenced using UWTSD Harvard Referencing Guide at https://uwtsd.ac.uk/media/uwtsd-website/content-assets/documents/library-and-learningresources/infoskills/Harvard-eng_v.1.2.pdf
General Submission Guidance
All of your submissions must include a title page that clearly states your name, your student number, the module code and title, your lecturer’s name, and your assignment title.
All of your submissions should be typed in Arial font size 11
All of your submissions should be typed with 1.5 line spacing.
All of your submissions should have an appropriate structure, include page numbers, and have a reference list.
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