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HFL Case Study

Coaching Case Study Samples

 

CASE #1

 

Executive Summary of Coaching Engagement: Coachee wants to explore his career options

Position: Manager

 

Employees Total: 50,800

 

Target: Permission to explore career options

 

Identified Problem: "I remember telling you that I knew what needed to be done but I didn't really want to do it (I just wanted to find a new job) and I also felt like I had gone so far down the wrong path and felt like it was too late to change directions with my team and leadership style."

Methodology of Interaction: 1:1 Coaching Conversation and questions that made the most impact
 

1. "How do you want to feel in the meantime while you find a new job?"

2. "It's never too late to reset."


Result: Checked in and shared updates 2 years later

 

1. "After working through my initial emotions of not wanting to try and make it better I proposed a reset to my team.  A reset of expectations, norms, all of it.  And they jumped right in with me and together we put effort into changing the culture in our 'store'.  Some of it was fun, some of it was tedious but we made major strides and it showed in All Associate Survey results and just overall morale and attitudes.
 

2. "I was able to stay motivated and ended up landing the position I wanted. I have been recruiting for 1.5 years now and I'm so glad I decided to change directions."

 

CASE #2

 

Executive Summary of Coaching Engagement: Coachee is interested in leadership growth

 

Position: Visual Artist

Employees Total: 4

Target: Gaining effective leadership skills, managing difficult employees, and business growth

Identified Problem: Inability to process conflicts, communicate boundaries, and comfortability with negotiation

Methodology of Interaction: Weekly, one-hour coaching sessions for 12 months.

Result: Using questionnaire, leader reported in Wrap-Up Coaching Sessions:

  1.    What specifically have I achieved during the coaching period?
       
    a. Challenging work – continuing to expand, growing with confidence to move forward.


    b. Continue to push forward, manage complex people and relationship most effective way – feel really good

    c. Staffing: Dealt with multiple turnovers efficiently


     

  2.    How am I different / What am I doing differently as a direct result of coaching?

    a. Feeling much more proactive, gaining positive outlook, and feeling some leadership pride

    b. Attitude change – less complaining more of can-do attitude and with more curiosity. I feel more of a competent leader and having pride in my leadership abilities. I feel very positive. My sense of accomplishment feels strong allowing me to be more confident, open, and not afraid of the challenge or situation that I may encounter including conflicts. 






CASE #3

Executive Summary of Coaching Engagement  Coachee was sponsored to develop leadership skills

 

Position: Director

Employees Total: 90

Target: Effective conflict management, giving and receiving feedback, and increasing self-awareness

Identified Problem: Reacting too quickly or impulsively to stimuli without processing led to poor decision making and negative consequences. 

Methodology of Interaction: Two, one-hour coaching sessions a month, for 6 months.

Result: Using questionnaire, leader reported in Wrap-Up Coaching Sessions:

  1.    What specifically have I achieved during the coaching period?
    a. I am advocating for myself when necessary. 
    b. I am working on managing triggers.
    c. I am using STOP when appropriate
     

  2. How am I different / What am I doing differently as a direct result of coaching?
    a. I am not immediately responding to questions that may trigger an emotional response.
    b. I understand that I can take the time I need to complete a request.
    c. I deserve to be treated with respect and civility.

 

 

 

 

CASE #4
 

Executive Summary of Coaching Engagement – Coachee is interested in developing her leadership skills.

Position: HR Director

Employees Total: 30,000

Target: Improve communications skills, team cohesion, positive influence and empowered associates

Identified Problem: Team members consistently ask for the team leader to complete their assigned tasks. As a result, this limits her time to achieve more strategic and role-pertinent tasks. Team members show low tolerance for personality conflicts and disagreements. Leader and team have difficulty saying No and often find themselves in the position of rescue and reactive mode. Leader felt unorganized with schedule and projects, disconnected from a few of the team members and lacked personal self-care.

 

Methodology of Interaction: Two, one-hour coaching sessions a month, for 12 months.
 

Coaching Methodology: GROW Model

G: Goal (Ex. Improve communications with team members)

R: Reality Check (Ex. How are my communication style impacting my team?)

O: Options for Actions (Ex. 1:1 with each team members to collect data)

W: What actions will I take? (Ex. Schedule 1:1 weekly associate meeting)

Result: Using questionnaire, leader reported in Wrap-Up Coaching Sessions:

1. What specifically have I achieved during the coaching period?

a. Improved my listening skills—so surprised how much I actually interrupt and instead I let my team members finish their thoughts. I have learned so much more from listening to my team members. There’s still more room for improvement that I am committed to cultivating.

b. Taking pause before reacting so I can be strategic in my response. For example, instead of quickly saying yes, I instead say no and encourage my team members to do as much as they can with specific routes to take if needed.

c. Began self-care regimen.

 

2. How am I different / What am I doing differently as a direct result of coaching?

a. I feel good that my team members feel empowered as they complete more tasks on their own with my guidance. I no longer finish their work which frees up my time to more important issues and projects.

b. 1:1 scheduled meeting with team members. This allowed me to recognize how each of my team members communicate, to understand their needs, to build trust, and to increase clarity.

c. I facilitate harmony and trust among my team members.
 

d. I no longer carry guilt regarding my commitment to work and to my team members.

e. I am influencing my team members positively.

f. I am continuing to commit to using one source for all my note-taking thus making me feel organized.

Image by Nastuh Abootalebi
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