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Article Review: the Finance Function in a Global Corporation

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Capella University

MBA6010 – Professional Effectiveness: Strength, Impact, and Reposition

Professor Pamela Solberg-Tapper

Assignment u06a2 – Professional Challenge – Coaching Analysis Final Paper

By Dawn Patterson

October 1, 2010

I. Overview

In summarizing my learning from this course about the coaching and feedback process, I learned the most about myself during the classmate phase of the coaching process. Many things were illuminated over the course of the coaching sessions with my classmates and coworker. Turns out that the concern I brought to the forefront to receive coaching and direction on was one of many symptoms related to a greater issue that wasn’t as easily identifiable as other indicators had suggested. What I believed to be a problem with managing a stressful work environment really was an issue with effective communication.

The coaching process is comprised of three elements; planning, conducting the discussion(s), and evaluating. In the planning phase I developed a short-term plan to help the coachee achieve their expressed goal. The next phase of the process, conducting the discussion entailed the actual delivery of the feedback. Lastly, the evaluation phase provided an opportunity to track the progress and adoption of the prescribed approach to train and develop the coachee. The evaluation phase also created an opportunity for the coachee to share feedback with the coach on the effectiveness of the coach’s delivery. I was able to make adjustments to the coaching process and create a better experience for both the coach and coachee as a result of the evaluations.

I found the coaching and feedback process to be highly effective at encouraging an introspective journey toward reality. I always envisioned coaching to be a one-way, directive conversation in which a manager told you the steps to

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