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Case Study: Expanding the Value of Coaching

Summary: The author's somewhat unusual coaching style is demonstrated with a case study from real life. The client corporate division's president and CEO developed a list of key stakeholders. Interviews with those stakeholders indicated that the president and his team were so focused on results for their division that they sometimes failed to synergize with the larger company, and that the president could overlook ideas and people by focusing too narrowly on his mission. The president set a goal of inclusion and validation after his own discussions with staff, and he and his entire team picked key colleagues with whom to engage in regular outreach. He made a point of asking if there was any idea or person who should be included after every major topic and at the end of every meeting. After a year of coaching, the president's colleagues and direct reports were asked to rate his improved effectiveness on a scale of -5 to +5, and every one gave a positive score in every area. This case demonstrates that the effectiveness of a coaching program is primarily dependent on the person being coached, that long term change requires discipline, and that the value of the coaching process can be greatly increased by involving team members and stakeholders.

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  • Topics: Change Management
  • Keywords: Case study, Culture of quality, Organizational culture, Change, Leadership, Teamwork, Coaching, Stakeholders
  • Author: Goldsmith, Marshall
  • Journal: Journal for Quality and Participation