MGT 520

Module 13: Discussion

Development of a good coaching

A good and effective coach is one who listens to the employees and gives positive

feedback on their performance. Training and coaching the employees is key to building and

retaining dedicated staff. A good relationship will be made between the employees and the

coach by doing effective Communication during and after the procedure. It is important that the

coach does not simply give them instructions and send them on their way but the employees

must know their strengths and weakness. The coach encourages and inspires the employees on

their performance. In this way, a good coaching relationship will be ensured. (Ladyshewsky,

2010)

The coach or the leader knows the employee strengths. When the coach communicates

and interacts with the employee he train them to reinforce the skills and growth in the particular

fields. The advancements in the employees will be made when there are full resources and the

coach to lead the team. Continuous and effective learning will also beneficial in the growth of

employees (Anitha, 2014).

The development plan will be created and challenges are given to employees to known

and identify the uniqueness of the employees.

As the role of facilitator, I will make the plan, guide and manage the employees and team

to make the clear objective. I will make sure of the participation of each employee during

coaching. Each employee will perform (Aguinis, 2019).

 As the coach I will enhance many listening skills in order to listen and communicate with

the employees. I will be more supportive and egoless in managing the team (Aguinis, 2019).

References

Aguinis, H. (2019). Performance management. Chicago Business Press.

‌Anitha, J. (2014). Determinants of employee engagement and their impact on employee

performance. International Journal of Productivity and Performance Management, 63(3), 308–

323. https://doi.org/10.1108/ijppm-01-2013-0008

Ladyshewsky, R. K. (2010). The manager as coach as a driver of organizational

development. Leadership & Organization Development Journal, 31(4), 292–306.

https://doi.org/10.1108/01437731011043320