Reference no: EM132128227

Internalized Core Concepts

The core concepts that have been internalized are the need for coaching, leadership development, clarification of purpose, and the importance of hiring the right coach. Executive coaching is the one-to-one development of an organizational leader (Koriath, McAnally, & Underhill, 2007).

Leaders of organizations need to be developed and coached. Once there is a clarification of need, the correct coach and method of coaching can be selected to strategically and positively impact the individual and organization. The Bible states to write the vision and make it plain (Habakkuk 2:2). When a vision or purpose is clear, the route to accomplish it is easier to develop.

These concepts inform my approach in a developmental and coaching relationship by providing a strong foundation on how I will approach and work with clients and personally accept coaching for myself. As a certified coach, the concepts are constantly used in practice.

The core concepts that I have internalized have assisted me in my thought process and approach to helping my clients in personal development.

Also, every coach needs a coach. It is challenging to move from the role of a coach to that of a client. The core concepts helped me see outside of my own understanding and appreciate the need to be more open to developmental and coaching relationships for my personal growth.

Values

Values that have been identified in the profession of organizational and executive coaching that I will use as the basis for integration of my faith are the desire to help in the development of others and serving others. These values are a foundation because as Jesus did, we are to serve.

Coaching and development is an ideal tool of service. Jesus stated that his Father was working and so was he (John 5:17, NIV). We are to work and use our personal gifts to fulfill God's purpose in the earth. By helping others to reach their full potential, using wisdom of mentorship, and serving others, we can integrate coaching and development in our faith.

Effective Coaching Impact

A study found that a leader's incompletions in the areas of their responsibility of leadership have a strong possibility of causing a lot of pain for the people in the organization and also lead to the organization failing (VanDenburgh, 2007).

Effective coaching can impact the strategic outcomes of an organization's leadership for a few reasons. Coaching is an ongoing relationship in which there is dedication to helping someone accomplish their agenda.

It helps them to reach their potential and adds value to personhood. Coaching greatly improves the odds of a leader and is a highly effective and superior strategy in reducing organizational risks.

Another study shows that forty percent of managers expressed the desire for more coaching and development (Milner, McCarthy, & Milner, 2018).

This directly effects the organization because when the decision makers of an organization are equipped to succeed, they have a direct impact on their organization as a whole.

Leadership development programs have documented positive impacts on individuals and the direct relationship to organizational success (Emery, Fernande, Gutierrez-Montes, & Flora, 2007).

Key Concepts

Key concepts that can be articulated in managing the coaching relationships(s)that appear necessary in an effective coaching encounter are freeing communication and feedback.

Freeing communication involves asking open-ended, diverging questions to understand the person being coached and to encourage exploration (Bergquist & Mura, 2011). Active listening and working to understand the concerns and pain points of a person can assist a coach in providing the right tools and resources for one's development.

Another effective coaching encounter is feedback and review. This is so important because although making a recommendation in a coaching assignment without a complete understanding of the issues may not be malpractice, it is not beneficial and can be unprofessional. Assessments such as 360-degree feedback instruments are helpful and are necessary in a coaching encounter (Underhill et al. 2007).

References

Bergquist, W., & Mura, A. (2011). Coachbook: A guide to organizational coaching strategies and practices. Seattle, WA: CreateSpace Independent Publishing Platform

Emery, M., Fernandez, E., Gutierrez-Montes, I., & Flora, C. B. (2007). Leadership as community capacity building: A study on the impact of leadership development training on community. Community Development, 38(4), 60-70

Milner, J., McCarthy, G., & Milner, T. (2018). Training for the coaching leader: How organizations can support managers. Journal of Management Development, 37(2), 188-200

Underhill, B. O., McAnally, K., & Koriath, J. J. (2007). Executive coaching for results: The definitive guide to developing organizational leaders. San Francisco, CA: Berrett-Koehler Publishers

VanDenburgh, D., Dr. (2007). Coaching for leaders. The Journal of Applied Christian Leadership, 2(1), 54-61