Chapter 3 A four-quadrant coaching conversation
Melinda: A journey of hope
Melinda was a financial manager in an Operations section. She was in line for the promotion that she believed she deserved, and on which she had set her heart. However, while her performance in her role was rated highly, there were complaints about her erratic and volatile behaviour with staff. Promotion would mean management of a bigger team than her current one, and her behaviour was therefore seen as a concern by her line manager. Since coaching for senior staff was encouraged, Melinda requested a period of coaching for the six months leading up to her next performance appraisal, at which time there would be 360° feedback on her performance ...
Get An Integral Approach to Transformative Leadership now with the O’Reilly learning platform.
O’Reilly members experience books, live events, courses curated by job role, and more from O’Reilly and nearly 200 top publishers.
