This case presents the situation of Dana, a talented IT project manager who is assigned to coaching by her manager. Following coaching, Dana considers resigning and moving to another company. The case promotes discussion of the dynamics and conflicts between key workplace coaching stakeholders: the coach’s perspective (typical dilemmas and challenges when working with clients, including a change of coaching objective and scope, ethical conduct, and loyalty conflict), a human resources perspective (how to support coaching through selecting and contracting the right coach, how to coordinate and position coaching as a valuable developmental initiative within the organization, and what constitutes successful coaching), a managerial perspective (the importance of direct supervisor support in the coaching process and the possible misuse of coaching, such as for a ‘quick fix’ solution), and a board perspective (how is coaching perceived and evaluated, and what role can the board members play in the coaching process).
Through reviewing key risks and pitfalls associated with workplace coaching, this case allows the discussion of key criteria for the implementation of successful coaching. Particularly, it shows the importance of the collaboration of all stakeholders involved.
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