Trident LED514 2021 MAY Discussions Latest (Full)

LED514 Mentoring and Developing Employees

Module 1 Discussion

Coaching Across Cultures

After familiarizing yourself with all the readings and learning resources from this module, address the following in your initial post:

Tell us about a time when you worked directly with someone whose nationality, culture, ethnicity, gender, or race made it challenging to communicate as clearly as you would have liked.

What strategies did you use to overcome the barriers to communication?

How could you use that example and experience to overcome barriers to communication in a coaching relationship?

Respond to a few of your peers, giving critical feedback on what you think they did well and what you would suggest based on your own experience.

 

LED514 Mentoring and Developing Employees

Module 2 Discussion

Ethics and Coaching

Step 1) Consider that ethical dilemmas are called that because there is often not one clear-cut answer for what is right and what is wrong. The coaching relationship is fraught with ethical dilemmas, including:

Emotional, behavioral, or personality issues with coachees (such as potential suicides or illegal acts)

Emotional, behavioral, or personality issues with the coach (prolonging the coaching arrangement for financial gain)

Failure to respect professional boundaries between coach and coachee (possible inappropriate personal involvement or abuse of power)

Conflicts of interest among various stakeholders (such as failure to keep confidential information from management)

Step 2) Read about the main ethical considerations governing coaches and coaching relationships in the following book found in the Trident Online Library. The authors propose a model for ethical decision-making in coaching—the ACTION model—specifically designed for people working in leadership coaching. Although written for professional coaches, leaders who coach subordinates in a mentoring role can benefit from using the guidelines in this chapter to shape their own behavior as well.

Passmore, J., & Mortimer, L. (2011). Ethics in coaching. In G. Hernez-Broom, & L. A. Boyce (Eds.), Advancing executive coaching: Setting the course for successful leadership coaching (pp. 205-227). Hoboken, NJ: Jossey-Bass.

Step 3) Read this classic article on the ethics of mentoring that specifically addresses ethical issues from the perspective of the imbalance of power between the mentor (or boss) and the subordinate.

Moberg, D. J. & Valasquez, M. (2004) The ethics of mentoring, Business Ethics Quarterly 14(1): 95-122.

Step 4) Below are several ethical situations a coach may have:

Is it ethical to receive a “special” price for services or goods from a client or coachee?

Is it ethical to date a client/coachee’s sister or brother?

Is it ethical to buy a car from a client/coachee who owns the only dealership in the area?

Is it ethical to ask a client/coachee for a ride to the airport?

Are there circumstances where it would be OK to have a sexual relationship with a client/coachee?

When reviewing ethical situations, coaches should consider the following elements within the coaching relationship:

How much of a power differential is there between the coach and the other person?

Will it be brief contact or will it be continuous or episodic contact over a long time?

Has the relationship been permanently terminated, and does the client understand that as well?

Step 5) Select one of the ethical situations from “a” through “e” above.

Step 6) Answer the following questions below using question and answer (Q&A) format; in other words, include the original question along with your response. Within your post, support your responses with information from the background materials or reputable outside sources, and provide the full citation at the end. Use APA format for your references. Bring in your own personal experiences, readings, and research, where applicable.

Which ethical situation did you select?

In your opinion, would this situation be unethical? Why or why not?

How does the element of power factor into your opinion?

How does the element of duration factor into your opinion?

How does the element of termination factor into your opinion?

Are you drawing on any particular ethical framework in formulating your response (for example, the ethical frameworks introduced in ETH501)? If so, identify what that is and cite your source.

Step 7) Respond to at least 4 other posts over the course of the two weeks. If you disagree with their opinions, respectfully explain why. A simple post without checking back and engaging others does not contribute very much to an ongoing discussion of these issues.

 

LED514 Mentoring and Developing Employees

Module 3 Discussion

What Can Organizations Do to Build Development into the Job Experience?

Step 1) Consider the following: “Combining development and work makes even more sense if you believe the long-accepted maxim that there is a 70/20/10 formula that applies to leadership development. (That formula suggests that 70% of what you learn about leadership comes from on-the-job experiences. Coaching from your boss and others gives you the next 20% and the final 10% comes from formal classroom development.) While those exact numbers can be debated, most would say it is directionally correct. Why, then, do organizations spend virtually no time trying to gain a higher return from the 70%, a minimal effort on the 20%, and focus most of their resources on the 10%?

illie Sutton, the bank robber, explained that he robbed banks “because that’s where the money is.” Willie’s statement is humorous, but he makes a valuable point. Applying that primitive logic, it becomes more obvious that you receive a much greater benefit from the time, energy, and effort you spend building development into your job than on the time you spend on anything else. For example, job-related feedback from a 360-degree instrument is a powerful tool to help combine development with work. Like Willie, you should focus your effort directly on the largest payoff at hand.

Step 2) Read the following article: Throw Your Old Plan Away: 6 New Ways to Build Leadership Development into Your Job

Step 3) Answer the following questions below using question and answer (Q&A) format; in other words, include the original question along with your response. Within your post, support your responses with information from the background materials or reputable outside sources and provide the full citation at the end. Use APA format for your references. Bring in your own personal experiences, readings, and research, where applicable.

Tell us about a time when you saw the 70/20/10 formula of leadership development in action. Do you agree that these are the correct percentages? If not, what is a more realistic breakdown?

What is the biggest problem with the 70/20/10 formula?

If you could reapportion the percentages as they should be instead of as they are, how would you weight the formula? For example, if the classroom portion should be 25%, where do you remove the extra 15% so it all still adds up to 100%?

Where in the 70/20/10 formula do you think coaching is most present?

Step 4) Respond to at least 4 other posts over the course of the two weeks. If you disagree with their opinions, respectfully explain why. A simple post without checking back and engaging others does not contribute very much to an ongoing discussion of these issues.

 

LED514 Mentoring and Developing Employees

Module 4 Discussion

Coaching Specific Types of Employees

Visit the Leadership Channel within Skillsoft via the Trident Online Library and view the following video:

Coaching for Behavioral Change

A lot of what we are learning in this module deals directly with coaching difficult people. As a coach, you need to know how to directly coach these types of people, and you need to know how to teach those you are coaching how to do the same.

For this discussion, please respond to the following:

Tell us about a time where you dealt directly with someone that needed behavioral change.

Did you feel prepared to coach the person through the needed change? If not, what did you do to seek outside help?

After watching the video above, apply the process that Marshall Goldsmith taught to your situation and tell us how using that approach would have impacted your situation.

Be sure to reply to your peers’ situations and offer specific ideas that might help in their own approach.

LED514 Mentoring and Developing Employees

Module 4 Reflection Discussion

Assessment of the Learning Experience

As we end this journey, take the opportunity to reflect on the three most useful things you learned in this course and share openly about them here.

What things can you use immediately in your career? What things do you wish had been different about the course? How will this course impact you moving forward?

You are encouraged, but not required, to reply to the reflection posts of your peers.

After responding to the Reflective Discussion questions above, please complete an anonymous Course Evaluation Survey. Instructors are not able to view course evaluation reports until after the grade submission period is over. Thank you for your feedback.