Running head: BENCHMARK EXECUTIVE COACHING PLAN
Benchmark Executive Coaching Plan
Malisha R. Mishoe
Mach 7, 2017
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BENCHMARK EXECUTIVE COACHING PLAN
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Benchmark Executive Coaching Plan
Coach Name:
Organization:
Responsibilities of the Coach
Focused Area of
Activities
Measures of
Development
Success
Capacity building -Development of the
-Developed
coaching agenda.
competencies
-Provision of the
and skillsets
technical aspects,
that are
such as projectors and sustainable
lecture notes.
and effective.
-Creating interactive
groups.
Teamwork
-Developing
teamwork activities
Community
Outreach
-Vocational training.
- Free clinic.
-Anti-drug campaign
and sensitization.
-Workshop to engage
with the community
stakeholders on the
role of the
organization in the
improvement of
livelihoods.
Date:
Responsibilities of the Organization
Management
Targeted
Date/Timeline
Activities
Milestones
-Facilitating the
-Participate in
1 week
coaching and training the capacity
workshop.
building
-Providing venue
activities.
-Providing allowance, -Determine the
food, refreshment, and employees to be
technical support.
involved in
-Providing an
capacity
overview of the status building.
of the organization to
the coach.
-Obtain a
-Financial support of
-Testing
6 days
clear vision
the recommended
whether
of success
teambuilding
teamwork
activities.
activities
Synchronized -Ensure participation
improve the
work in the
of all the employees
functions within
organization. in the teambuilding
the
-Effective
initiatives.
organization.
development -Offer incentives to
of strategy
participants.
-Obtained
identity of
the
organization.
-Developed
-Fund the community -Finding
10 days
relationship
outreach programs.
whether
between the
-Identification of the
community
organization community needs.
outreach
the
-Collaborating the
improves
community.
leaders of the targeted stakeholder
-Sustainable
communities.
relationship
involvement
with the
in the
company.
activities of
the
community.
BENCHMARK EXECUTIVE COACHING PLAN
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Boundaries of Confidentiality
Stout-Rostron (2014) states that communication about the progress of the coaching
should be made both during the sessions and after the workshops, daily and weekly. However,
the overall report about the effectiveness of the coaching will be presented to the management.
Knight (2009) states that such reports are useful in the development of policy and strategies as
well as ensuring that a centralized approach is applied in the implementation of the coaching
outcomes and recommendation.
Cost of Coaching
The cost of coaching will depend on the activities. A breakdown of the activities and the
costs:
-
Capacity Building: $4500
-
Team Building: $5000
-
Community Outreach: $10,000
The total anticipated cost is $19,500.
Timeline
The overall time of the coaching will be twenty-three days, separated into seven, six, and
ten days. The timeline is useful in ensuring training, assessment, analysis, and presentation of
findings to the management (Wenson, 2010). Even though the timelines should be concurrent,
allowing each milestone its own timeline is important in ensuring that the organization focuses
on one task without interference from the others.
Check-in Points
Self-reflection of what is working with the organization and what is not working, the
necessary adjustments, and determining the effectiveness of the coaching on the whole
BENCHMARK EXECUTIVE COACHING PLAN
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organization. The checkpoints will be conducted daily and weekly, depending on the allocated
timeline of each task.
According to Boyatzis, Smith, and Beveridge (2013), whereas the plan indicates the
activities of the management, the actual measure of this plan’s success and effectiveness is the
development and growth of the organization. In case the members of an organization are unable
to show the positive effects of the training and attain the outcomes of the training, it will be
required that the coach revise the plan and repeat it in the necessary places (Kombarakaran,
Yang, Baker, & Fernandes, 2008). In the case that the stakeholders wish to abandon the
coaching, it will be a mutual argument that will be attained through reflection of the status of the
training, reviewing the goals of the organization, and assessing how the skills will be attained.
BENCHMARK EXECUTIVE COACHING PLAN
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References
Boyatzis, R. E., Smith, M. L., & Beveridge, A. J. (2013). Coaching with compassion: Inspiring
health, well-being, and development in organizations. The Journal of Applied Behavioral
Science, 49(2), 153-178.
Knight, J. (2009). Coaching. Journal of Staff Development, 30(1), 18-22.
Kombarakaran, F. A., Yang, J. A., Baker, M. N., & Fernandes, P. B. (2008). Executive coaching:
it works! Consulting Psychology Journal: Practice and Research, 60(1), 78.
Stout-Rostron, S. (2014). Business coaching international: Transforming individuals and
organizations. Karnac Books.
Wenson, J. E. (2010). After-coaching leadership skills and their impact on direct reports:
recommendations for organizations. Human Resource Development International, 13(5),
607-616.