Developing Individuals and Teams

Module 2 Assignment Overview

In this module, you will complete a three-part Assignment that is submitted over the course of 3 weeks. This week, you will complete and submit Part 1. You will complete and submit Part 2 in Week 6, and you will complete and submit Part 3 in Week 7.

In this three-part Assignment, you will play the role of a new manager who is engaging in development activities for your team. As a new manager, you are being asked to provide evidence to your senior leader of the types of activities you are engaging in to further develop individuals on your team—and the team as a whole. In line with that request, you will complete three activities and create three documents that you will present to your manager. In Part 1 this week, you will develop and submit a coaching preparation and strategy document that you will use to conduct your required simulation to be completed ideally sometime later this week or early in Week 6. In Part 2, you will use the simulation platform to conduct a one-on-one coaching session with an employee, reflect on this experience as it relates to your individual development as a manager and as a coach, and submit a coaching plan (for individual performance management). Finally, in Part 3, you will research and develop a team charter for a team you know well.

By demonstrating skills in these areas, you will develop foundational competence in helping both individuals and teams achieve results and stay motivated and engaged.

This Assignment incorporates the Business Skill for Good coaching and mentoring. Understanding and demonstrating the principles, benefits, and best practices of coaching and mentoring promotes strong interpersonal, social, and people skills, improves one’s management and leadership skills, and encourages teamwork and collaboration. In today's dynamic work environment, coaching and mentoring have emerged as a crucial employability skill that can significantly enhance one's career success and job performance. 

Part 1: Coaching for Performance: Coaching Conversation Preparation and Strategy

For this part of the Assignment, you will act as a new manager who has become concerned about what appears to be declining motivation and engagement on the part of one of your employees. You have spoken to your senior leader about your concerns, and she has asked you to document your interactions with the employee so that she can support you in becoming a more seasoned coach for your team. Your task is to prepare for an appropriate and effective coaching conversation with this employee. You will conduct this conversation using the online simulation platform that you booked your session through earlier in the course. Although your appointment window is 30 minutes in length, you should be prepared to spend approximately 10 to 15 minutes engaging in your simulated coaching conversation after being guided through a brief introduction by a friendly host avatar. This week, you will draft and submit a Coaching Conversation Preparation and Strategy document for your coaching session.

You will conduct this conversation using an online simulation platform. This week, you will draft and submit a Coaching Conversation Preparation and Strategy document for your coaching session.

To prepare for this Assignment:

· Download the MBAX 6010/MLDR 6010 Simulation Preparation (PDF) Download MBAX 6010/MLDR 6010 Simulation Preparation (PDF)document.

· Download the Week 5 Assignment Template: Coaching Conversation Preparation and Strategy (Word document) Download Week 5 Assignment Template: Coaching Conversation Preparation and Strategy (Word document).

o Review the scenario for the simulation, as well as the points under each section that you will flesh out to develop the outline for your coaching conversation. The title for each section of the outline represents one of the challenges you will complete in the simulation.

Submit your completed Coaching Conversation Preparation and Strategy document as follows:

· For each section of the Coaching Conversation Checklist, use the space beneath each item to take detailed notes of what you plan to say to the employee during your coaching conversation. You may choose either to compose a script (understanding that this may need to change in the moment depending on how the employee responds), or you may instead choose to include bullet points with key phrases for the ideas you want to cover and strategies for how you might help put the employee at ease, establish trust, or anticipate how he may respond to your feedback. Be sure to address all parts of each item.