LSM584MV: Coaching Skills for Leaders

Cornell University ILR School

“Coaching Skills for Leaders” Course Project

Part One: Explore Coaching
In this module, you explored the critical characteristics of coaching, as well as how it
functions both in a one-on-one relationship and within an organizational structure.

Instructions:

Use the coaching journal here to make notes regarding your goals for coaching. For
the purposes of this course, it may be helpful to focus your efforts on one person with
one specific coaching need.

If you have not been invited to formally coach someone within the workplace, you may
choose to discuss with your manager how, and with whom, you might practice your
coaching skills.

Provide brief responses (150 words or less and in bullet point format) to the questions
below.

Coaching Journal

In 150 words or less and in bullet points, Notes:

describe your previous experience with During my internship at Hard Rock hotel, I
coaching. How have you tried to help had the opportunity to coach a new
another person as a coach? What were colleague, honestly it wasn’t easy because
your results in that case? I’ve been a fresh coached coach I had lots of
gaps in that experience such as a:
1. lack of experience of being an effective
leader, due to my little experience.
2.the insufficient capability of building trust
and the low self-esteem., one of the salient
difficulties I’ve met is the wide disconcerting.
3. low focus on on his personnel and
professional skills and I did not meet his
goals in doing my job properly at the same
time.

1
© 2016 eCornell. All rights reserved. All other copyrights, trademarks, trade names, and logos are the sole property of their respective owners.
 LSM584MV: Coaching Skills for Leaders
Cornell University ILR School

In 150 words or less and in bullet points, Notes: for improving my coaching skills
describe what aspects of coaching you I should work on the development of my
hope to improve. active listening skills with mastering the
essential technique, including the body
language, providing constructive feedback
for example:
1. Maintain the eye contact, for improving my
interactions and showing my attention.
2.promote connection, example: sharing
some of my personal stories to show him or
her, they are not alone and that their
challenges can be conquered.
4.delegate tasks example: Let them handle
the situation themselves—even if I’m
present—so they learn from their experience
and gain confidence. Always view coaching
as an essential contact.
4.Demonstrating my concern and showing
my understating and my empathy to the
speaker.

Some coaches fall back into their role as Notes:

a traditional supervisor and miss To reduce the risk of being a simple
coaching opportunities. List three ideas
traditional supervisor instead of a good
for mitigating this risk. coach, I suggest three point:
1.career advice: moving in the right way,
showing how the organization work, and
what the career pattern, and how they
can grow.
2.seeing in the long term: what can the
individuals bring to the organization in the
long term, focusing on the processes and
skills of each persons.
3. helping them explore their strengths
and weaknesses.

2
© 2016 eCornell. All rights reserved. All other copyrights, trademarks, trade names, and logos are the sole property of their respective owners.
 LSM584MV: Coaching Skills for Leaders
Cornell University ILR School

In 150 words or less and in bullet points, Notes:

list three ways in which coaching We know that most of individual can be
conversations are different from any great as supervisor because is more
other work conversation. Draw on the focusing on technical aspects of
material presented in this course to colleague’s however coaching is more
inform your answer. focusing on individual’s abilities here are
Three essential way for a successful
coaching conversation:
 First
As coach we need to mastering skills of
proactive listening which include:
listening with curiosity, conveying that we
are present and curious, reflecting with
accuracy, showing our speaker that we
understood what they said.
 Second
1.Proactive questioning, deepen to better
understand the point of view of our
interlocutor, for example we can use
open questions: which allows the
recipient to address the topic as it sees fit
2.Feedback for development, creates an
environment of trust though regular
dialogue,
 third
Tolerating, it’s giving to our team the
opportunity to express themselves,
meaning that we value their point of view
and what they have to say with credibility
and trust.

3
© 2016 eCornell. All rights reserved. All other copyrights, trademarks, trade names, and logos are the sole property of their respective owners.
 LSM584MV: Coaching Skills for Leaders
Cornell University ILR School

Part Two: Develop Your Coaching Skills

Now you will begin practicing your coaching skills. Use this worksheet before, during,
and after a coaching session to plan your efforts and document your results.

Coaching Skills Practice

Reflect on the goal of the person you’re Notes: Facilitator

coaching, and outline the way you will
approach this coaching effort. Which of
the five coaching roles will you take on? I’m currently in the role of facilitator, I’m
guiding a new voyager at the workplace
 The facilitator by giving to him, an overview about the
 The advisor program and encouraging him to explore
 The cheerleader the program in deeper.
 The educator
 The sponsor

In 150 words or less and in bullet points, Notes:

explain what you plan to do to establish My plan for being a good facilitator it’s to avoid
trust. making the mistake of a traditional supervisor
by making an efficient strategy such as:
 I will take the time to understand the
meaning of the problem by listening
carefully instead of avoiding the
problem and jumping directly in to any
conclusions.
 Pushing to come up with solutions, to
learn from the mistakes during the
work he makes, instead of giving him
advice or trying to solve the problem
for him.
 We are at the beginning of our
relationship as (coach,coachee) so , I
prefer to take the time before to talk
about my little experience , on the
other hand he will have the opportunity
to know me better throughout our
relationship .

4
© 2016 eCornell. All rights reserved. All other copyrights, trademarks, trade names, and logos are the sole property of their respective owners.
 LSM584MV: Coaching Skills for Leaders
Cornell University ILR School

In making your plans for your coaching Notes: I notice some changes
session, remember to use the steps of
proactive listening: listen with curiosity;
taking in what you hear; and reflecting Result development
back with accuracy. After my first coaching session was
completed I was able de incorporate these
three steps,
Follow up:
I could put myself in the place of my
After your first coaching session is
interlocutor to understand, his thoughts
complete, note your results. How were
and emotions, I started with:
you able to incorporate these three steps?
1.listening with curiosity, with regular
visuals (eye contact) and verbal signs of
interest and encouragement (with smile).
2.I used open-questions (from general to
particular question), at the same time, I
gave him the possibility and the space to
express himself without interrupting him
with valuing what he says.

3. demonstrate my interest in his daily

work, reformulation of what I heard, for
example: I used several times times the
phrase “if I understand correctly”

Choose one of the following self-reflective Question number: 3

questions presented in the course as a
foundation for your coaching conversation.
Your choice will depend on the topic or
reason for the conversation. Write the
question number in the right column,
along with any notes that might help you Notes:
during the conversation. What makes your job difficult?
.
1. What do you want to achieve in your .
career? Where do you see your career
going? .

5
© 2016 eCornell. All rights reserved. All other copyrights, trademarks, trade names, and logos are the sole property of their respective owners.
 LSM584MV: Coaching Skills for Leaders
Cornell University ILR School

2. Where do you want to be with your job

in six months? In a year?
3. What makes your job difficult or
uncomfortable?
4. How can you improve your workplace
relationships?
5. What skills do you want to work on
improving?
6. What arguments can you make for and
against your idea?
7. Is this worth your effort?
8. What do you have to lose?

Follow up: With the progress I made during my

sessions as a coach, I have several things
In less than 200 words, describe the to improve to get more involve in this
results of your coaching session. What process.
would you do differently next time? in my next sessions as a coach I’d like to
improve the intonation of my voice to
enhance communication, sometimes I
speak too fast, I tend to be hyperactive
and my interlocutor has trouble following
me in the coaching conversation.
so I want to starts with the basics forms of
the intonation, I mean by that (the volume
of my voice, the articulation of my words),
for improving that, I will start practicing in
front of a mirror, and then trying to have
feedbacks from my colleagues to analyze
my progress.
On the other hand, I’d like to improve my
body language, for example: sometimes, I
scratch my skin or my head, so I need to
control and minimize movements that
distract my interlocutor,

6
© 2016 eCornell. All rights reserved. All other copyrights, trademarks, trade names, and logos are the sole property of their respective owners.
 LSM584MV: Coaching Skills for Leaders
Cornell University ILR School

Part Three: Listen Like a Coach

In this module, you identified some tips for coaching success, as well as some of the
common mistakes that make coaches often make.

Instructions:

 Use the worksheet below as a guided reflection on your initial coaching session.
 Note what worked well for you and what you might do differently next time.
 Keep your responses brief and concise (less than 150 words, in bullet
points).

Reflections Your Notes (less than 150 words, bullet

points)
What worked well? What were you Reflection from my initial coaching session, it wasn’t
pleased with? easier due to my little experience in the workplace but I
was able to demonstrate my attention to my interlocutor,
using some kind question for exploration and
understanding to make clear the goals of my coachee,
using open-ended questions such as:
 What brands do you like more at Marriott?
 what you want to be in 5 years?
 Why do you choose the housekeeping
departments?
My questions weren’t very focusing on the task job, but
I was able to reinforce my interesting for my
interlocutor, at that moment through reading his facial
emotions I noticed that, he appreciated the fact that I
asked him about his professional goals, and that makes
me very prod of my initial coaching session.
Correction
My coaching experience as a coach included an
opportunity to reflect on challenging aspects of
coaching sessions I was giving, share
experiences, consider my further development ,
professionalize my practice, improve my coaching
skills and seek endorsement of what I was doing
as a coach from a more experienced and
respected member of the coaching community. I
realised I might seek these ingredients from
7
© 2016 eCornell. All rights reserved. All other copyrights, trademarks, trade names, and logos are the sole property of their respective owners.
 LSM584MV: Coaching Skills for Leaders
Cornell University ILR School

different sources. Reflection from my initial

coaching session, it wasn’t easier due to my little
experience in the workplace but I was able to
demonstrate my attention to my interlocutor, being
kind and gentle when asking questions to explore
and understand my coachee’s objectives, such
using open-ended questions such as:

What
brands do you like more at Marriott International ?

How do
you see yourself in 5 years?

Why do
you choose the housekeeping departments?

My questions weren’t very focusing on the position

tasks , but I was able to reinforce my interest
towards my interlocutor, at that moment through
analyzing his facial emotions I noticed that he
appreciated the fact that he’s been asked about his
professional goals, and that makes me very prod of
my initial coaching session.

What response did you get from The answer was very fast and positive.
the person you were coaching? He felt appreciated, comfortable, and supported.
My open –ended questions helped him to decrease
the stress and pressure caused by his first
experience in hospitality industry
The answer was very fast and positive.
-----
he felt understood , valued and supported my me ,
my open –ended questions helped him to decrease
the stress and pressure caused by his first
experience in hospitality industry
8
© 2016 eCornell. All rights reserved. All other copyrights, trademarks, trade names, and logos are the sole property of their respective owners.
 LSM584MV: Coaching Skills for Leaders
Cornell University ILR School

How effectively were you able to We all know that, coaching is unleashing the
map goals to the four arenas? potential of another human being.
Being “workplace coaching” was not easy for me
but I was able to managing some challenges in my
fist experience, for example
 Charring develop on the job: I developed an
new action plan for new recruits, explaining
how cleaning
correctly rooms with a good follow-up.
 Interpersonal side: the challenge was to
maintain and to handling different opinion
and mentality in the workplace and trying to
giving the best advice in the specific
situation.
 Political advice is difficult but important, I
encouraged some teammate to give their
best on the job, and I was on their corner to
support them.
 Career advice : by explaining to my team
how our internally the organization works,
what the career patterns and how they can
grow by promoting new positions , showing
them how to apply in our website “Marriott
careers”.
We all know that, coaching is unleashing the
potential of another human being.

Being “workplace coaching” was not easy for

me but I was able to manage some challenges
in my first experience, for example

Charring
develop on the job: I developed an new action
plan for new employees , explaining the
cleaning process of the chambers with a good
follow-up.

Interperson
al side: the challenge was to maintain and to
handle different opinions n at the workplace

9
© 2016 eCornell. All rights reserved. All other copyrights, trademarks, trade names, and logos are the sole property of their respective owners.
 LSM584MV: Coaching Skills for Leaders
Cornell University ILR School

and trying to give the best advice according to

the specific situation.

Political
advice is difficult but important, I encouraged
some teammates to give their best on their
jobs, and I was their for supporting.

Career
advice : by explaining to my team how our
internally the organization works, what the
career patterns and how they can grow by
promoting new positions , showing them how
to apply in our website “Marriott careers”.

What obstacles or blockers did you The most important obstacle that I observed during
encounter from the other person my coaching session , is to motivate the person
during your coaching effort? that I was coaching at each session, and giving
him some monthly challenges, for keeping him on
the track .
The most important obstacle that I noticed during
my coaching session , was finding difficulties to
motivate the person that I was coaching in each
session, so I tried to make him reach his goals out
by giving him some monthly challenges and
updates , in order to keep him on the track

Common Mistakes Your Experience (less than 150 words,

bullet points)
Coaches sometimes think they Did you find yourself making this mistake in your
understand the problem. They coaching practice this time?
don't take the time to listen; they Taking in what we hear is very important, often I
jump to conclusions and try to think that, I understood the problem too quickly,
solve the wrong problem. and I make my own conclusion.
If so, what will you do differently next time?
Next time ,without hesitation for a second , I will let
the person express themselves , gently and
10
© 2016 eCornell. All rights reserved. All other copyrights, trademarks, trade names, and logos are the sole property of their respective owners.
 LSM584MV: Coaching Skills for Leaders
Cornell University ILR School

patiently without interrupting him , so that in this

way he can feel understood .
Did you find yourself making this mistake in your
coaching practice this time?

Being too independent : being the one who makes

all the decisions. And I take pride in doing
everything yourself.
Taking in what we hear is very important, I often
think that I can understood the problem too quickly,
and I make my own conclusion.
If so, what will you do differently next time?
Next time ,without hesitation for a second , I ask for
how others can collaborate with me and get some
help, I will let all the team express themselves ,
gently and patiently without interrupting them , so
that in this way he can feel appreciated .

Many leaders, experts in their Did you find yourself making this mistake in your
fields or job roles, have a tendency coaching practice this time?
to solve a problem for them rather
 My most common mistake that I made is try
than pushing them to come up with
to solve the problem for the other person.
solutions.
If so, what will you do differently next time?
 Next time I will take the time to understand
the nature of the problem and then
Encouraging, the person that I’m coaching to
work it out themselve, at the same time he
will have the opportunité to learn from his
mistakes .

Did you find yourself making this mistake in your

coaching practice this time?

Being too independent : being the one who makes

all the decisions. And I take pride in doing
everything yourself.

11
© 2016 eCornell. All rights reserved. All other copyrights, trademarks, trade names, and logos are the sole property of their respective owners.
 LSM584MV: Coaching Skills for Leaders
Cornell University ILR School

Taking in what we hear is very important, I often

think that I can understood the problem too quickly,
and I make my own conclusion.
If so, what will you do differently next time?
Next time ,without hesitation for a second , I ask for
how others can collaborate with me and get some
help, I will let all the team express themselves ,
gently and patiently without interrupting them , so
that in this way he can feel appreciated .

Coaches tend to make things Did you find yourself making this mistake in your
about themselves; they want to coaching practice this time?
share their experience. Often
If so, what will you do differently next time?
Next time , I will let the person knowing me through
time and then I can share my little experience but
at the beginning of coaching session , I will avoid
talking too much about myself .
Did you find yourself making this mistake in your
coaching practice this time?

Often
If so, what will you do differently next time?
Next time , I will give the person the chance to
know me better through the feedbacks, my
behavior, and my mentoring process and then I
can share my little experience but at the beginning
, I will avoid talking too much about myself .

Coaches sometimes set an Did you find yourself making this mistake in your
expectation that the movement coaching practice this time?
forward will be symmetrical, linear, Not often.
and always lead to progress.
If so, what will you do differently next time?
Sometimes It’s necessary to have empathy for our
interlocutor and it’s important to see the both
personal and professional side to analyze the
problem, and why there is no progress.

12
© 2016 eCornell. All rights reserved. All other copyrights, trademarks, trade names, and logos are the sole property of their respective owners.
 LSM584MV: Coaching Skills for Leaders
Cornell University ILR School

Did you find yourself making this mistake in your

coaching practice this time?

Not often.

If so, what will you do differently next time?

Sometimes It’s necessary to have empathy for our

interlocutor and it’s important to see the both
personal and professional sides to analyze the
problem, and why there is no progress.

13
© 2016 eCornell. All rights reserved. All other copyrights, trademarks, trade names, and logos are the sole property of their respective owners.
 LSM584MV: Coaching Skills for Leaders
Cornell University ILR School

Part Four: Navigate Goals and Obstacles

In this module, you identified some of the ways that coaches can help people with their
goals and obstacles. Use this worksheet before, during, and after a coaching session
to plan your efforts and document your results. Keep your answers brief, less than 150
words each, and in bullet points.

Goals and Obstacles Notes (less than 150 words, bullet

points)
Which of the four arenas: career, I’m more focusing in the career arena ,
political, interpersonal, and job is most because I like more supporting persons on
interesting to you in terms of their career path , by showing my commitment
coaching? Briefly explain your thinking. and giving the best advices , with a good follow
up .
Through open-ended question such as:” where
you going”, “do you think you are fit for a future
job?
And through my coaching session, I will be
able to identify some weak points and at the
same time propose alternative to improve it, for
example:
1. Clarify his or her professional
purpose
2. Providing some specific training
(communication, technical work ex.)
3. Evaluate the work, monthly.

In one sentence, identify one short- We know that short-term goals are the tactical
term goal that the person you’ve goals.
chosen to work with wants to pursue. The short-term goals for the person that I’m
coaching is to “understand all the functionality
of the management system opera” use for
In bullet points, write some questions
check-in check out, and other functionality.
you may ask about this goal.
1.why is this management system important in
our daily work?
2.what are the part of the system which is
complicated for you?

14
© 2016 eCornell. All rights reserved. All other copyrights, trademarks, trade names, and logos are the sole property of their respective owners.
 LSM584MV: Coaching Skills for Leaders
Cornell University ILR School

In one sentence, identify one long-term His long-term aspiration is being ready and
goal that the person you’ve chosen to applying for a new management position next
work with wants to pursue. year.

In bullet points, outline how you can having many short-term goals and many
help make sure the person has set an challenges, and making a good strategy and
attainable long-terms goal. helping him to overcome his obstacle’s in many
ways for example:
I noticed that he is a little shy during our daily
briefing, and we know that communication is
essential in the hospitality industry, so I will
more focus in this particular skills for helping
him to be more confident, in this long term goal

Reflect on the strategies presented in Most helpful for me is starting by working for
this course regarding overcoming creating un agenda,
obstacles. Which do you think are 1.helping them delineate their goals. short term
most helpful? Which will you use? and long-term,
Briefly share your thinking.
2.identify their (obstacles, challenges,
aspirations, wishes)
3.helping them prioritize their goal, and can I
begin analyzing the consistency of their goal
which include (….

To submit this assignment, please refer to the instructions in the course.

15
© 2016 eCornell. All rights reserved. All other copyrights, trademarks, trade names, and logos are the sole property of their respective owners.