Organization Leadership Experience, Communication and the Power of Questions - Essay Example

Part The value of communication and power of questions in coaching cannot be overemphasized. Communication in coaching goes beyond verbal languageto include body language and mutual understanding between the coach and the coachee as well (Cohen, 2012). Good communication in coaching can be defined as communication directed at eradication of doubt, delivery of concepts, and development of good rapport between the coach and the coachee. On the other hand, poor communication in coaching can be defined as communication that leads to doubts and delivery of misleading concepts; and lack of satisfaction, motivation, and fulfillment as a result of coaching.

In my organizations coaching process, good communication is demonstrated through effective use of technological aids, and conduction of surveys regularly to get the reviews and insights from the coach as well as the coachees. These surveys reveal information about the level of satisfaction of both the coach and the coachee with the coaching process, and their proposed measures for making the communication more effective. “What [the coachees] do want is ongoing communication with their executives concerning the "big picture" -- how their work is making a difference and suggestions on how they can improve” (Goldsmith, 2009).

Part 2 In my high school, I had experience of coaching as I had to prepare myself for a Football match between my school and another school’s team. I was assigned a coach who was very good at communication. By telling us hand symbols and their meanings, he provided us with a way to communicate with each other over long distances and in loud and noisy grounds. Our coach remained curious as to whether we were all able to understand him from a distance; “Curiosity on the part of coaches empowers teachers to find their own answers, to be more resourceful, and to discover new possibilities for moving forward” (Tschannen-Moran and Tschannen-Moran, 2010).

At the end of each session, the coach would ask us what we understood when he made a certain symbol, and our responses reassured him that we had received his messages correctly. Contrary to this, another coach with whom I worked in the sports complex employed the use of mobile phones for communication over long distances, which was impracticable since we either ran out of signals or something else would happen to disrupt the communication or the quality of game such as accidentally dropping the mobile phone while running.

Rather than asking us whether we found communication over mobiles effective or not in coaching, the coach would ask our opinions and suggestions for carrying the mobiles around more safely. To improve the communication and questions in the coaching experience, it is important that right questions are asked and right means are employed. The means employed and the questions asked should be directed at improving the communication and understanding between the coach and the coachee without affecting the quality of game adversely.

Part 3One incident of positive change occurring in an organization is the restructuring of the organizational structure at my father’s office that he shared with us almost a year ago. My father was working on a construction project in which the role of Project Manager was very important, yet the prevalent Functional organizational structure denied the Project Manager the power and authority needed to implement his policies and decisions effectively. References:Cohen, S. (2012, May). Communication in Coaching.

Retrieved from http://www.sportscoachuk.org/blog/communication-coaching. Goldsmith, M. (2009). 6 Questions for Better Coaching. Retrieved from http://www.huffingtonpost.com/marshall-goldsmith/6-questions-for-better-co_b_247525.html. Tschannen-Moran, B., and Tschannen-Moran, M. (2010). Evocative Coaching: Transforming Schools One Conversation at a Time. John Wiley & Sons.