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Most coaches share similarities in how they present themselves to clients, as well as in the skills and competencies they possess

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Most coaches share similarities in how they present themselves to clients, as well as in the skills and competencies they possess. For instance, coaches tend to be warm, encouraging, attentive, probing, and, among many other things, thoughtful. While most coaches possess similar characteristics, skills, and competencies, the degree to which they utilize each is dependent on the area of coaching in which they practice and are focused. Whether a coach focuses on leadership development, succession planning, skills development, career transition, or team effectiveness, there are a specific set of skills and competencies integral to each.

Think for a moment about the areas of leadership coaching of particular interest to you. What skills and competencies are critical to these areas? What areas of leadership coaching do you think you might be good at, based on your Assignment this week?

To prepare for this Discussion:

• Review the lead-in to this assignment, focusing on specific areas of leadership coaching.
• Review Chapters 4–6 in the course text, Coaching and Mentoring at Work.
• Review Chapter 4 in the e-brary book, Therapist Into Coach.
• Think about skills needed for specific areas of leadership coaching (e.g., leadership development, succession planning, skills development, career transition, or team effectiveness) that are of interest to you.
• Review the BCC Competency II. Consider sills and competencies needed for specific areas of leadership coaching.
• Reflect on your Assignment from this week and on BCC Competency II. Think about the skills and/or competencies in which you think you might be most and least proficient.
• With this in mind, identify an area of leadership coaching in which you think you might be best suited. Consider specific skills and competencies needed for the area you identified.

With these thoughts in mind:

PART 1

Post one coaching area related to leadership coaching in which you think you are best suited and explain why. Then describe at least two skills and two competencies you think are most important for the area you identified and explain why. Be specific.

Note: Identify the coaching area you discussed in the first line of your post. You will be asked to respond to a colleague who discussed a coaching area that you did not.

Be sure to support your postings and responses with specific references to the Learning Resources.

Read a selection of your colleagues' postings.

PART 2

Respond to at least one of your colleagues' postings. Be sure to respond to a colleague who discussed a coaching area that you did not. Respond in one or more of the following ways:

• Ask a probing question.
• Share an insight from having read your colleague's posting.
• Offer and support an opinion.
• Validate an idea with your own experience.
• Make a suggestion.
• Expand on your colleague's posting.

Part 2 Juliano RE: Discussion - Week 3 COLLAPSE A coaching area related to leadership coaching in which I think I am best suited and why A coaching area related to leadership coaching in which I think I am best suited is the area of communication skills development. I’ve served under a lot of leaders with different backgrounds, and I feel there are specific communication skills that were common amongst the most effective ones. I have observed that communication can be spoken aloud, but it also exists at the sub-communication level. That is a person’s body language, the way they come across, and most importantly, their frame of existence. Two skills and two competencies I think are most important for communication A skill I think is most important for communication skills is active listening. Rogers (2016, p. 33), discusses the importance of authentic listening, rapport, and congruence. “Genuine listening” as Rogers explains, is about acceptance. She explains that although genuine listening is rare, even rarer is a conversation that doesn’t include an opinion. Another skill that is important for leadership is the ability to empathize with another person. Referred to as the “superpower of coaching.” Acho (2019), writes that empathy put simply is “the ability to understand the inner emotional experience of another and have an appropriate emotional response.” A competency for communication in leadership coaching is using openended questions as a method of investigation (Center for Credentialing and Education, n.d.). Smith (2007) observes that successful coaches are proactive and non-directive. According to principle #2 in the Rogers (2016, p. 8) text, the coach’s role is “to develop the client’s resourcefulness through skillful questioning, challenge, and support.” Connor & Pokora (2012), write that discussion and the dialogue that take place are at the heart of the coach-client relationship. Another competency for communication in leadership coaching is to assist the coachee in adapting and modifying the coachee’s belief and value systems to achieve goals. Step three of Gladis (2007) five-step coaching process centers upon goal-setting and accountability. The coach and the client jointly determine the specific goals and objectives for which both will be accountable. Goals and objectives set by the coach and client should be shared with key stakeholders. However, the decision to share any specifics of the coaching process lies solely on the client. References Acho, J. (2019). EMPATHY Is the Superpower of Coaching. AMA Quarterly, 5(2), 20–23. Center for Credentialing and Education. (n.d.). Board Certified Coach (BCC) Core competencies. Retrieved from https://www.cceglobal.org/Assets/BCC/Resources/BCCE-Content-Outline-2020.pdf Connor, M. & Pokora, J. (2012). Coaching and mentoring at work: Developing effective practice (2nd ed.). New York, NY: McGraw-Hill. Gladis, S. (2007). Executive coaching builds steam in organizations. Training & Development, 61(12), 58–61. Rogers, J. (2016). Coaching skills: The definitive guide to being a coach (4th ed.). New York, NY: McGraw-Hill Open University Press. Smith, J. V. (2007). Therapist into coach. New York, NY: McGraw-Hill. Moye Main Post COLLAPSE A coaching area related to leadership coaching in which I think I am best suited and why Organizational and Business Coaching (Communication Skills / Leadership Development) Communication skills and leadership development are coaching areas that best suit me. I am interested in communication coaching because I come from a background of counseling, art, and other forms centered around the outlet of communication and action. Therefore, I understand individuals may communicate in a way that makes sense to them but doesn’t translate the same to others. I am interested in helping leaders see their team and gain awareness of blind spots and things they can do to enhance performance and reach their goals. I’ve had the opportunity of working under a variety of leadership therefore, I have some insight and a passion for empowering others. Two Competencies I think are important for Communication/Leadership Development Active Listening is important for communication because it allows you to build a strong rapport with your client. As a therapist, the most important differentiation I’m learning coming into coaching is differentiating diagnostic listening and active listening. According to Connor & Pokora (2012), active listening helps the client expand the understanding of the problem or opportunity so the client can manage it better. This is specifically helpful to communication and leadership development due to clarity and gives the client the comfort that the coach is trying to understand them and build and trusting rapport amongst one another. According to Gatling et al. (2013), The self-awareness of a business coach refers to a coach’s awareness and trust in personal values, feelings, motives, and cognitions, as well as an awareness of inherent conflicting self-aspects, which can influence the coach’s thoughts, feelings, actions, and behaviors. Self-Awareness is important in communication because it allows the coach to address their own biases before working with individuals. This is important with communication because it allows the client to be seen without a lens of bias or deflecting. Two Skills I think are important for Communication/Leadership Development Asking questions is an important skill and competency for communication. It helps the coach gain clarity and helps build rapport (Echoles,2017. Asking questions provoke thought for clients and assessment as well. Coaches tend to ask questions not to get the answer they want but to encourage meaningful thought. Rather than giving advice asking questions provides allows the client to experience an “aha” moment that can’t be experienced when they are given advice or being told what to do. Another skill for communication and leadership development is planning action. According to Echoles (2018), the goal is not to give the other person actions or tasks to perform but, instead, to partner with them to define those actions based on their abilities and knowledge. Planning action is vital in communication because it allows the client to take responsibility and accountability. Also, explore alternative options allow clients to communicate what has worked for them and what hasn’t while empowering them. References Connor, M. & Pokora, J. (2012). Coaching and mentoring at work: Developing effective practice (2nd ed.). New York, NY: McGraw-Hill. Echols, T. (2018, November 27). 3 key coaching skills for leaders. Training Industry. Retrieved September 18, 2021, from https://trainingindustry.com/articles/leadership/3-key-coaching-skills-for-leaders/. Gatling, A. R., Castelli, P. A., & Cole, M. L. (2013). Authentic leadership: The role of self-awareness in promoting coaching effectiveness. Asia-Pacific Journal of Management Research and Innovation, 9(4), 337–347. https://doi.org/10.1177/2319510x14523097 The Maxwell Leadership Assessment - Larry Standfield P 1 The Maxwell Leadership Assessment Prepared for Larry Standfield 09/15/2021 Visit us at www.johnmaxwell.com or call 800-333-6506 © 2005 - 2021 RightPath Resources Inc The Maxwell Leadership Assessment - Larry Standfield P 2 INTRODUCTION Congratulations on completing The Maxwell Leadership Assessment powered by RightPath. This report is designed to provide valuable feedback that can have a positive impact on your leadership development, personal growth, and journey to become a highly effective 360-degree leader. The objective data in this report is related to how others are experiencing your influence in the five levels of leadership including Position, Permission, Production, People Development, and Pinnacle which all measure your overall leadership effectiveness. This report provides both metrics and written feedback about how you lead and develop others Read all the headers carefully. The information below and in the headers for each section will help you gain the maximum from your report. We encourage you to study it carefully from beginning to end without skipping over the explanations. Be open to feedback. Your attitude toward the information in the report is crucial to how you receive and use it. You will have some elements of very positive feedback; consider how you can continue to build on these strengths. Also, you will likely have some constructive feedback in your report. Remember, constructive feedback always stings. Our egos tend to be sensitive and even the slightest criticism can hurt. Expect the sting and remember it's normal. Avoid being defensive by recognizing there are no perfect leaders. However, great leaders are the ones who are secure enough to be open to feedback and willing to accept and use it for self-improvement. Consider both the positive feedback and the constructive feedback in balance. Then move ahead to the productive response of valuing these insights as helpful to your development process. REPORT FORMAT Section 1: CATEGORY SCORES provide a summary of your feedback in the areas of Position, Permission, Production, People Development, and Pinnacle (Self and Others). Section 2: Written Comments provided by your raters are listed in unedited form. Section 3: Reflection and Analysis offers help as you evaluate your feedback. Section 4: Leadership Attributes Summary at the end of the report lists all items ranked from highest to lowest based on Overall Average score. RATERS Note: 0 of 0 of your selected raters participated in this assessment for you. The raters, by category, were as follows: - 0 of 0 Direct Reports - 0 of 0 Manager-Direct Line - 0 of 0 Peer/Associates - 0 of 0 Others © 2005 - 2021 RightPath Resources Inc The Maxwell Leadership Assessment - Larry Standfield P 3 1a. POSITION (Overall Average 0.0) This is the first level of leadership where people follow you because they have to – because of the position you hold. You serve in your position because of the promise you have shown as a leader. Others are watching you in this level to see if the walk matches the talk. The items below provide feedback on how you are perceived relating to areas like trustworthiness and commitment to the team, as well as how you are viewed as a role model. The scores in this level provide a reflection of how others view your attitude towards them individually and as a team. POSITION SCORES * Overall Average 0.0 Direct Reports 0.0 Manager 0.0 Peer 0.0 Others 0.0 Self 6.6 POSITION Overall Avg Direct Reports Manager Peer Others Self A good role model. 0.0 0.0 0.0 0.0 0.0 7.0 Demonstrates courage to do the right thing. 0.0 0.0 0.0 0.0 0.0 6.0 Keeps his/her word. 0.0 0.0 0.0 0.0 0.0 7.0 Recognizes and acknowledges his/her weaknesses. 0.0 0.0 0.0 0.0 0.0 7.0 Supports team goals over personal agenda. 0.0 0.0 0.0 0.0 0.0 7.0 Willing to trust others. 0.0 0.0 0.0 0.0 0.0 6.0 Demonstrates humility. 0.0 0.0 0.0 0.0 0.0 7.0 Demonstrates loyalty to the organization. 0.0 0.0 0.0 0.0 0.0 7.0 Authentic, willing to be transparent. 0.0 0.0 0.0 0.0 0.0 6.0 Walk matches talk. 0.0 0.0 0.0 0.0 0.0 5.0 Shares knowledge and information. 0.0 0.0 0.0 0.0 0.0 7.0 Treats others fairly. 0.0 0.0 0.0 0.0 0.0 7.0 1 = Very Strongly Disagree 2 = Strongly Disagree 3 = Disagree 4 = Neither Agree nor Disagree 5 = Agree 6 = Strongly Agree 7 = Very Strongly Agree * Top line indicates the Overall Average of all the raters for this item (it does not include your self-ratings) Subsequent lines reflect the other rater groups by name and score. The bottom line is your self-rating. ** The table shows each of the items in this category, ranked highest to lowest score based on Overall Average. © 2005 - 2021 RightPath Resources Inc The Maxwell Leadership Assessment - Larry Standfield P 4 1b. PERMISSION (Overall Average 0.0) At this level of leadership, people follow you because they have given you permission to develop a relationship with them. Great leaders inspire and motivate other leaders to perform with excellence. In order to motivate and produce the best results, a leader takes a genuine interest in others. Great leaders train, coach, mentor, encourage and empower! The scores in this level reflect your relationship competencies as part of your core leadership attributes. PERMISSION SCORES * Overall Average 0.0 Direct Reports 0.0 Manager 0.0 Peer 0.0 Others 0.0 Self 6.1 PERMISSION ** Overall Avg Direct Reports Manager Peer Others Self Takes time to coach and develop others. 0.0 0.0 0.0 0.0 0.0 5.0 Treats people with respect. 0.0 0.0 0.0 0.0 0.0 7.0 Good listener, seeks to understand. 0.0 0.0 0.0 0.0 0.0 7.0 Supportive of others. 0.0 0.0 0.0 0.0 0.0 6.0 Cares about others. 0.0 0.0 0.0 0.0 0.0 7.0 Respects peoples' differences. 0.0 0.0 0.0 0.0 0.0 7.0 Builds relationships with peers. 0.0 0.0 0.0 0.0 0.0 5.0 Allows people to do their jobs without micromanaging. 0.0 0.0 0.0 0.0 0.0 6.0 Motivates and inspires others. 0.0 0.0 0.0 0.0 0.0 7.0 Helps others adapt to change. 0.0 0.0 0.0 0.0 0.0 7.0 Builds strong relationships with internal and external customers. 0.0 0.0 0.0 0.0 0.0 7.0 Approachable. 0.0 0.0 0.0 0.0 0.0 6.0 Recognizes and encourages talents in others. 0.0 0.0 0.0 0.0 0.0 3.0 Gives ongoing feedback. 0.0 0.0 0.0 0.0 0.0 5.0 1 = Very Strongly Disagree 2 = Strongly Disagree 3 = Disagree 4 = Neither Agree nor Disagree 5 = Agree 6 = Strongly Agree 7 = Very Strongly Agree * Top line indicates the Overall Average of all the raters for this item (it does not include your self-ratings) Subsequent lines reflect the other rater groups by name and score. The bottom line is your self-rating. ** The table shows each of the items in this category, ranked highest to lowest score based on Overall Average. © 2005 - 2021 RightPath Resources Inc The Maxwell Leadership Assessment - Larry Standfield P 5 1c. PRODUCTION (Overall Average 0.0) The third level of leadership is about getting results with a team. Every organization, and therefore every leader, must achieve results in order to grow and expand. Results-oriented behaviors include setting the vision, thinking strategically, making decisions and initiating action to achieve that vision. Producing results in the production level means casting the vision and holding others accountable. In this level, people follow you because of what you've done for the organization. PRODUCTION SCORES * Overall Average 0.0 Direct Reports 0.0 Manager 0.0 Peer 0.0 Others 0.0 Self 5.8 PRODUCTION** Overall Avg Direct Reports Manager Peer Others Self Competitive, wants to be the best. 0.0 0.0 0.0 0.0 0.0 6.0 Prioritizes to meet key objectives. 0.0 0.0 0.0 0.0 0.0 6.0 Decisive. 0.0 0.0 0.0 0.0 0.0 5.0 Demonstrates good business skills. 0.0 0.0 0.0 0.0 0.0 7.0 Visionary, has strategic focus. 0.0 0.0 0.0 0.0 0.0 7.0 Sets/enforces high standards. 0.0 0.0 0.0 0.0 0.0 6.0 Takes action, initiates, proactive. 0.0 0.0 0.0 0.0 0.0 6.0 Clearly communicates expectations. 0.0 0.0 0.0 0.0 0.0 6.0 Defines and sets clear goals. 0.0 0.0 0.0 0.0 0.0 6.0 Holds people accountable for performance. 0.0 0.0 0.0 0.0 0.0 7.0 Knowledgeable in career field. 0.0 0.0 0.0 0.0 0.0 5.0 Innovative problem solver. 0.0 0.0 0.0 0.0 0.0 7.0 Organized and well prepared. 0.0 0.0 0.0 0.0 0.0 2.0 Uses objective analysis in planning. 0.0 0.0 0.0 0.0 0.0 5.0 1 = Very Strongly Disagree 2 = Strongly Disagree 3 = Disagree 4 = Neither Agree nor Disagree 5 = Agree 6 = Strongly Agree 7 = Very Strongly Agree * Top line indicates the Overall Average of all the raters for this item (it does not include your self-ratings) Subsequent lines reflect the other rater groups by name and score. The bottom line is your self-rating. ** The table shows each of the items in this category, ranked highest to lowest score based on Overall Average. © 2005 - 2021 RightPath Resources Inc The Maxwell Leadership Assessment - Larry Standfield P 6 1d. PEOPLE DEVELOPMENT (Overall Average 0.0) Great leaders embrace developing others both personally and professionally. Highly effective leaders realize that time invested in developing others has an immeasurable impact on leading organizational success and employee satisfaction. Using the other levels of leadership (Position, Permission and Production) together helps leaders effectively develop others. At this level of leadership, you use your experience and knowledge to reproduce your own skills in the lives of others. When you do this, people follow you because of what you've done for them. PEOPLE DEVELOPMENT SCORES * Overall Average 0.0 Direct Reports 0.0 Manager 0.0 Peer 0.0 Others 0.0 Self 6.1 Overall Avg Direct Reports A good role model. 0.0 0.0 0.0 0.0 0.0 7.0 Takes time to coach and develop others. 0.0 0.0 0.0 0.0 0.0 5.0 Permission Supportive of others. 0.0 0.0 0.0 0.0 0.0 6.0 Permission Allows people to do their jobs without micromanaging. 0.0 0.0 0.0 0.0 0.0 6.0 Permission Motivates and inspires others. 0.0 0.0 0.0 0.0 0.0 7.0 Permission Helps others adapt to change. 0.0 0.0 0.0 0.0 0.0 7.0 Permission Clearly communicates expectations. 0.0 0.0 0.0 0.0 0.0 6.0 Production Seeks to discover what is important to others. 0.0 0.0 0.0 0.0 0.0 7.0 Pinnacle-O Holds people accountable for performance. 0.0 0.0 0.0 0.0 0.0 7.0 Production Recognizes and encourages talents in others. 0.0 0.0 0.0 0.0 0.0 3.0 Permission Recognizes when others are discouraged. 0.0 0.0 0.0 0.0 0.0 7.0 Pinnacle-O Responds appropriately when others need help. 0.0 0.0 0.0 0.0 0.0 5.0 Pinnacle-O Gives difficult feedback in a way that communicates a genuine concern for the individual. 0.0 0.0 0.0 0.0 0.0 6.0 Pinnacle-O Celebrates and rewards accomplishments of others in an appropriate manner. 0.0 0.0 0.0 0.0 0.0 6.0 Pinnacle-O Gives ongoing feedback. 0.0 0.0 0.0 0.0 0.0 5.0 Permission Sets appropriate boundaries with others by respectfully explaining what is and is not acceptable. 0.0 0.0 0.0 0.0 0.0 6.0 Pinnacle-O Helps others learn positive lessons from their mistakes. 0.0 0.0 0.0 0.0 0.0 7.0 Pinnacle-O PEOPLE DEVELOPMENT Manager Peer Others Self Category Position 1 = Very Strongly Disagree 2 = Strongly Disagree 3 = Disagree 4 = Neither Agree nor Disagree 5 = Agree 6 = Strongly Agree 7 = Very Strongly Agree © 2005 - 2021 RightPath Resources Inc The Maxwell Leadership Assessment - Larry Standfield P 7 1e. PINNACLE (Overall Average 0.0) At this level of leadership, you have helped many other leaders over a long period of time that you have earned the respect of people who follow you because of what you represent. The results in this level represent your awareness of your emotions – yours and others – and the appropriateness of your response to them. The scores in this category reflect the amount of respect you receive and give to others (and may also be referred to as emotional intelligence). The graph below shows your Overall Pinaccle scores. PINNACLE SCORES * Overall Average0.0 Direct Reports 0.0 Manager 0.0 Peer 0.0 Others 0.0 Self 6.6 Your scores are further divided into Pinnacle-Self (Pinnacle-S)and Pinnacle-Others (Pinnacle-O) for the items which relate specifically to how you manage your emotions and how you interact with others. PINNACLE-SELF Overall Average 0.0 Direct Reports 0.0 Manager 0.0 Peer 0.0 Others 0.0 Self 6.7 PINNACLE-OTHERS Overall Average 0.0 Direct Reports 0.0 Manager 0.0 Peer 0.0 Others 0.0 Self 6.5 * Top line indicates the Overall Average of all the raters for this item (it do...