Executive Coaching Areas Essay

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¶ … small but successful systems integrator had recently employed, Sam X, a young man of 25 to run the day-by-day business for the owner / managing director. The problem is that he people who have to report to him are significantly older, the average age in their 40s, most of t hem having been long employed b y the business, and skilled in their jobs. Conflict is felt and this conflict is being evidenced in various ways. It upset employees' lethargy, routine, and habits making them adopt new strategies, making them anxious of job security, and leading to changes in the organization. Other feelings that were evidenced were personal frustrations, low job satisfaction, and reduced motivation and performance

After eight months of this, sales and revenues have fallen behind what they were, approximately 3%, and the other employees have shown low motivation. Most of all, at least two employees have left with one other person threatening to do so. Very few, if any have open communication with Sam, and the atmosphere is constrained.

The general manager is frustrated with the fact that the person whom he hired is fully skilled and able to do the job, yet questioning his ability now to hold it. What Sam needs -- the manager thinks - is someone to teach him executive skills about how to win over his colleagues despite their age difference as well as to give the confidence that he will succeed. The situation, in short, calls for some conflict-dealing skills.Download full Download Microsoft Word File
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TOPIC: Essay on Executive Coaching Areas Assignment

There are several other considerations that have to be taken into account. Sam is newly married to a second wife and trying to provide her and his extended family (2 stepsons in addition to two children from his first marriage) with the necessary attention. Sam's conflicts with his colleagues and his anxiety over retention of his job is beginning to affect his home life. Always a confident person, Sam is but a few years away from his university years, and is beginning to feel that despite previous experiences and a Masters in Business, his training may be insufficient. Over and again, therefore, it seems to me that Sam's problem revolves around conflict with the employees (namely, the way that others in the team perceive him). The following essay will present a plan to deal with this.

Part II


To defuse the conflict, a counteraction or suppression of reaction may be needed and this will need to be actuated with both Sam and employees. My plan, accordingly, is dual: to meet with Sam and talk to Sam and likely to meet with the primary people from Sam's work who threaten him and to speak to them too. I may likely also involve the super-manager in my meetings with Sam.

Objectives with Sam

Sam can create joint conditions for success, emphasizing a collaborative environment (Thomas, 1992) . When such is in place, the employees will feel more of the 'we' rather than the threat of their autonomy being threatened by an 'I'. The joint and collaborative atmosphere can go a great way in not only de-escalating tension but in helping employees actually welcome Sam and all working together towards improvement of the workforce.

Objective with employees to divert attention from age factor to skill and capability factor thus diffusing threat.

A secondary objective will be to help employees craft conflict as positive and challenging change.

Method of Coaching

Eclectic: Rogerian -- active listening and unconditional regard -with behavior, cognitive, Gestalt and applicable other strategists. Implement ion of technology will be involved too.

Plan with Sam

I will focus on various aspects when dealing with Sam.

First I will explore his personality. More than one social scientist has discovered that individuals with Type -- A personality seem to be more embroiled in conflict than Type-B. It may be that Sam is a Type -- A personality and exploring this will provide him with value in both his variational goals and in his endeavors with his family. In fact, investigation into Sam's personalty will help with all five areas of coaching.

I will also explore Sam's mode of communication. Whilst cursory instructions and speech may result in misunderstanding and opposition, attempted informal and loquacious communication may have the same result due to potential misunderstanding on the part of employees occurring (Putnam & Poole, 1987 ). There is also the generation gap, and the older colleagues may erroneously feel patronized by Sam. In the meantime, facial expressions, body language, and speech can all result in misinterpretation. Sam's lack of confidence may unwittingly be prompting some of these mannerisms on his part that exacerbated the conflict. Sam may be a skilled communicator, but, nonetheless, a very narrow and strategic stance needs to be taken here with manager being careful to make communication lucid and clear and, even then, not to convey an iota of criticism in his voice or mannerisms ((Baron, 1990) .

Secondary to this situation may be Sam's ethnic and cultural characteristics that may have, unwittingly, aroused unconscious opposition and feeling of threat from some of the employees. Some of the employees may be unconsciously associating Sam with someone else from their past whom they felt threatened by and feared. These feelings may be unconscious and, therefore, not admitted by employees. Nonetheless, their effects may be real and felt. It would be helpful for Sam to be aware of this and via my using cognitive psychology such as RET, I will show Sam how to deal with this possibility and its manifestations.

I will also point out to Sam, that the anxiety produced by his age could be somewhat reduced if he set about introducing his goals in an incremental fashion, and, far more helpful, if he involved the team in discussion about how to make the changes / goals more accepting. He may be recommended to, a t least initially, be less rigid about introducing changes, introduce changes in an incremental, slow and relaxed fashion, and reward and praise employees in their acceptance of changes.

Much of the employee's anxiety is a result of -- I will point out to Sam -- their dignity feeling threatened by their having to consult and obey someone far younger than they. Generation gap and different generational styles of communication can also complicate the situation. I will explore Sam's leadership style and show Sam that he can try to defuse the situation by his rejecting an authoritarian style of leadership and adopting a more democratic or laissez faire style where either he involves his employees together as a team to work with him and make joint decision-making (this can be most effectively accomplished if the organization were small). The laissez farie style can be composed of Sam allowing employees a certain modicum of liberty to make their own decisions and demonstrate their own style. If this were uncomfortable to Sam, he can still adopt an authoritarian style within reasons, preferably merging it with a democratic one where employees can be involved in decision-making and feel more comfortable about results of decisions that manager makes.

Emotional Intelligence

According to Goleman (1995) and Gottman (1998), the importance of EI to the person in all circumstances in general, and to the workplace in particular is that EI predicts superior work performance 3 times more than IQ does. Leadership largely consists of emotional rather than intellectual intelligence . Two-thirds of workers also say that communication errors -- caused by EI failings -- is one of the largest stimulants of workplace error. To this end, a large part of my work with Sam will also be focusing on components of his EI quotient and helping Sam improve those.

A review of EI, in fact, indicates that Sam's situation would be helped by improvement in all

1.The intrapersonal aspect - EI consists of cognizance of one's feelings and emotions, the ability to know what caused these feelings, and on open, transparent communication. One has self-regard for oneself; is able to recognize both character merits and demerits, and is self-actualizing, and able to function autonomously without needing approval from others. This skill would help Sam have more regard for himself.

2.Interpersonal level -Here one has the ability of feeling empathy for others, is able to establish and maintain mutually satisfying relationships and feels at ease in such relationships. One is also able to maintain and carry out social responsibilities. This skill would help Sam in his contact with the employees

4.Adaptability - one is able to problem-solve by identifying and ably solving problems rather than emoting. One is skilled at reality testing, namely drawing correspondence between fantasy / fears and one's environment. One is also flexible, able to deal with change in a non-rigid, plastic manner. Adaptability would be important for Sam in this situation helping him problem-solve.

5.Stress management - The ability of withstanding adverse situations in a calm, efficient manner; and ability to self-discipline and resist impulses.

6. The 'general mood' element - consists of happiness -- the ability to… [END OF PREVIEW] . . . READ MORE

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