Identify your coaching perspective/philosophy as a manager. Remember, this is the "why" of coaching. Reflect on your perspectives and your values and then come up with a short statement on why you want to coach your team. Some examples are below. You will be assessed on whether or not you include a statement and that it is brief (1-2 sentences), but fully addresses your "why."

Create a definition of coaching in your own words. Remember, this is the "what" of coaching. There is no one, set definition of coaching, but your definition should reflect your experiences with coaching both inside and outside the confines of our Coaching specialization. Some examples are below. You will be assessed on where or not you include a definition, that it is relatively brief (1-2 sentences), and it fully addresses what you see as the "what" of coaching.

Write a mission/purpose statement for your team. In a previous course you focused on coming up with a personal, life-affirming, purpose statement. Now we want to expand that idea outward as you come up with a purpose statement for your specific team. Why does your team exist? How does it serve the mission, as you understand it, of the overall organization? A person reading this purpose statement should easily be able to answer these questions simply based on reading this statement and you will be assessed as such. It should also be brief (1-2 sentences at the max). Some examples from well-known organizations are included, but remember that this statement should be for your team specifically.

Develop KPIs for a minimum of 4 roles within your organization. This should take you even more time. You need to reflect upon the roles within your organization (preferably ones you supervise, but if you don't supervise that many, please consider other roles within your organization) and determine what are the key measures of success for the roles you supervise. You should consider the following questions: How do you know that a role is performing well? How is that demonstrated? What measurements do you look at daily, weekly, monthly, quarterly, and yearly to know how well these roles are performing? You should come up with as many KPIs as you think are necessary for each role, but we are going to ask that you come up with a minimum of 5 KPIs for each of the 4 roles - you likely will easily be able to come up with more.