Answer all questions .Engage yourself!

Your response to the questions is due on Monday (as shown in Canvas). However, you have an additional 24 hours (until Tuesday night) to respond to your peers' posts. You lose up to 4 points for not responding to at least two (2) of your peers' posts.

Read the vignette below on 'Individual Interventions' and respond to the following questions. Please make reference to the vignette and ensure your responses are supported by course readings/materials.

1. What is the purpose of a coach?

2. What are attributes of an effective coach?

3. Have you ever coached anyone or were you ever coached on the job? Share your experience.

Individual Interventions Ann had been promoted to oversee the complex operations of a major publishing operation .

In addition to a direct staff, she had managerial responsibilities for the management board of two journals and another set of staff members who worked at a different office location. After a year of working in this role, Ann's manager felt that she lacked certain management and interpersonal skills and thought that she would benefit from one-on-one sessions with a coach. In the first session, the coach and Ann contracted for six coaching sessions, one per month. The coach and Ann determined that the objectives of the coaching engagement would be to increase Ann's skills in working with her team and to gain positive feedback about her performance from her team and her manager. In each 2- to 3-hour session, the coach used several methods to help Ann . Ann completed instruments to help her see her work preferences and how those preferences played themselves out in working with her team . Ann and her coach discussed how Ann related to and managed individual members of her team, how she made strategic decisions, and how she managed team meetings . In addition, they discussed interpersonal skills such as how Ann managed conflict, received and delivered feedback, and communicated with colleagues. The coach's role in these dialogues was to ask questions to help Ann clarify her thinking and see multiple options and possibilities, listening to and reflecting what Ann had said rather than instructing her how to act or giving directive advice. After the si x sessions were completed, Ann and her coach agreed to continue coaching as needed on a distance basis (telephone and e-mail) for another 6 months. When she looked back at her progress, Ann noticed how she had improved her working relationships with her manager, specifically with regard to how they could work more collaboratively and how Ann could provide more effective business updates. Ann's manager gave her positive feedback about improvements in Ann's management skills. Team members expressed support for Ann's management abilities, and she noticed that they now worked together in a more unified and consistent manner . Perhaps most important to Ann, the journals grew market share, turnover declined, productivity increased, and staff morale had improved (Wade, 2004).