Coach Assessment by Zenger Folkman

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Table of Contents

Introduction
Assessment of Coach P
Recommendations for the perspective development of leadership skills
Conclusion
References

Introduction

A leader is a person recognized by all members of the team taking the most important decisions and determining the direction and nature of the team development. This paper is aimed at the assessment of Coach P’s strengths and weak points by Zenger Folkman’s assessment tool resulting in recommendations to enhance his leadership skills and the success of West Point Company.

Assessment of Coach P

To begin with, it seems appropriate to determine the necessary criteria for the assessment. In particular, competence, passion, and organizational needs (COP) model, the culture of West Point, and career stage would contribute to the evaluation of Coach P. All in all, the following assessment table is designed against Zenger Folkman framework.

Competency	Strength (S) or Weakness (W)	Comments	Literature confirmation
Character Displays honesty and integrity	S	Coach P tries to be honest with employees and managers.
Personal Capabilities Exhibits technical or professional expertise	W	I consider that Coach P has a lack of professional expertise that prevents him from being a successful leader.
Solves problems and analyzes issues	W	Solving problems requires critical thinking. As for Coach P, his work for West Point does not show that he is good at analysis.
Innovates	S	The case occurred in the meeting when Coach P asked team members to face off and wrestle with each other demonstrates that he is creative and innovative.
Practices self-development	S	Despite the shortage of personal and professional experience, Coach P realizes that it is of great importance to practice self-development constantly. Therefore, he is highly motivated.
Getting Results Focuses on results	S	It is significant for Coach P to achieve the required results as he is goal-oriented.
Establishes stretch goals	W	However, he is not able to determine the current goal of the company or process adequately. That is why he needs to improve this competence.
Takes initiative	S	Analyzing Coach P’s performance, it was stated that he easily takes initiative in creating new strategies.
Interpersonal skills Communicates powerfully and broadly	W	The analysis shows that his communicative skills might be enhanced.
Inspires and motivates others	W	Coach P motivates others to some extent, but the degree of it should be increased.	For example, it should be clear for employees that “both the coach/manager and the employee should be responsible for setting and driving the agenda” (Extraordinary Coach, n.d., p. 7).
Builds relationships	S	He creates a friendly atmosphere in the team and good relationships with team members.
Develops others	W	A good coach cannot develop others without inspiring them. In this regard, Coach P needs to develop this competency as well.
Collaborates and fosters teamwork	S	Coach P comprehends the importance of this issue and collaborates crew members using physical exercises and laugh.	As in “crew that was one of the few sports in which there were no awards for individual performance”, the company needs coordinated teamwork (Snook & Polzer, 2003, p. 3).
Leading change Develops strategic perspective	S	He provides good perspective strategies	Undoubtedly, it is significant to “present a realistic cost-benefit analysis of ideas, do not sell just the benefits” to develop an appropriate perspective (Goldsmith, 2012, p. 1).
Champions change	W	Currently, Coach P is not working as a change agent.
Connects the group to the outside world	S	Making the team laughing, he explains that they had to compete against other organizations but not inside it.

Recommendations for the perspective development of leadership skills

Based on the provided assessment, it seems necessary to give some recommendations to improve weak points revealed through analysis that would lead to the enhancement of leadership skills of Coach P and the efficiency of West Point in general. As tables are the most effective ways to integrate the information, I decided to choose it to summarize my recommendations.

Competency	Action steps	Literature confirmation
Personal Capabilities Exhibits technical or professional expertise	Great leaders make a great difference. To gain more experience, Coach P should have a great strategic vision. To be an effective leader, he should represent future actions. Precisely speaking, he should create a plan of action. Moreover, it would benefit employees as well because an apparent picture of perspective plans strengthens the team members’ self-confidence and assurance in the company.
Solves problems and analyzes issues	To improve this competency, he should develop the following skills: – ability to examine objectives, goals, problems, and solutions; – flexibility and predictability of the mind; – the ability to concentrate.
Getting Results Establishes stretch goals	Coach P should set ambitious goals for and raise the bar of requirements. Moreover, it is important to aspire to reach them. Furthermore, it would contribute to establishing stretch goals.	“The coachee is clear on the desired end state and has articulated the specific actions that he intends to take” (Zenger & Stinnett, 2010, p. 143).
Interpersonal skills Communicates powerfully and broadly	He should design a corporative culture through effective conversations with employees. It would not only promote interpersonal skills but also would shape good ideas that like champagne bubbles rising from the bottom of the glass top, are coming from employees. Also, Coach P should be optimistic, full of energy, and receptive to new ideas.	According to Deal, Stawiski, Wilson, and Cullen (2014), “effective leaders exemplify charisma, team orientation, a participative style, and a humane orientation” (p. 8).
Inspires and motivates others	Coach P should be persuasive. In other words, he should be able to convince anyone to take a good idea. At the same time, he should not impose his thoughts on the team, but serve them with such enthusiasm and conviction that the team would follow him willingly. Besides, he could inspire and motivate them by his example. All in all, inspiration comes from a clear sense of purpose and meaning of the strategy.
Develops others	In its turn, it seems that employees’ motivation along with inspiration would encourage others to achieve the best results as an ambitious goal is something that distinguishes the best leaders from average ones.
Leading change Champions change	As Coach P is not working as a change agent, it makes no sense to give recommendations concerning this competence.

Conclusion

In conclusion, it should be emphasized that the analysis and recommendations take into account the COP model, the company’s environment, and the current stage of Coach P. As a consultant, I detected strong and weak sides of his leadership. In particular, among weaknesses there are personal capabilities, getting results, and interpersonal skills competencies. The generalized recommendations would be to develop communicative skills and improve the motivation of employees using conversations, meetings, and Coach P’s work over his personality.

References

Deal, J., Stawiski, S., Wilson, M., & Cullen, K. (2014). What Makes an Effective Leader? Greensboro, NC: Center for Creative Leadership.

Extraordinary Coach. (n.d.). Web.

Goldsmith, M. (2012). How Can I Do a Better Job of Managing Up? Boston: Harvard Business School.

Snook, S., & Polzer, J. T. (2003). The Army Crew Team. Boston: Harvard Business School.

Zenger, J., & Stinnett, K. (2010). The Extraordinary Coach. New York: McGraw-Hill.

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Coach Assessment by Zenger Folkman

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