Assessment Activity Description

К оглавлению
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 
17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 
34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 
51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 
68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 
85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100 101 
102 103 104 105 106 107 108 109 110 111 112 113 114 115 116 117 118 
119 120 121 122 123 124 125 126 127 128 129 130 131 132 133 134 135 
136 137 138 139 140 141 142 143 144 145 146 147 148 149 150 151 152 
153 154 155 156 157 158 159 160 161 162 163 164 165 166 167 168 169 
170 171 172 173 174 175 176 177 178 179 180 181 182 183 184 185 186 
187 188 189 190 191 192 

with others, conducts meetings, makes decisions, and

so forth. Observing call centers or customer care centers

can be especially revealing about operational problems.

Process Mapping The consultant will construct a “box-and-wire” diagram

that describes the leader’s process for doing business.

This enables the coach to better understand the

business context for the leader’s issues and the leader’s

role in the business.

Organization Structure The consultant reviews organization charts and

Analysis documents the major responsibilities for the key people

who interact with the client. These data can be reviewed

for span-of-control, diagramming power structures,

planning for data collection, and many other uses.

Customized Surveys Customized surveys and interviews are used to explore

and Interviews key themes and issues that are specific to the

organization. Interviewing selected leaders, for

example, may be useful to follow-up on issues

uncovered during process mapping.

Six Sigma or Quality Most organizations have an institutionalized quality or

Improvement Projects continuous improvement program. Six Sigma

methodology is the latest in a long line of such

programs. Quality projects are an excellent source of

information about a company’s operational issues and

how these issues have been addressed. This

information can be reviewed as part of an overall effort

to learn more about the company and its key

performance issues.

Table 8.1 Continued

that the leaders were struggling to manage change in their respective

organizations. Their employee’s weren’t sure what was going to

happen next and the overall level of communications was quite low.

The leaders were perceived as bottlenecks that kept employees

distant from the more senior leaders of the organization and from

fully understanding the business strategy. As a result of the assessment,

it was decided that leaders would participate in change

management workshops to gain the requisite skills. As part of the

follow-up to these workshops, the leaders would work with their

respective coaches to adapt the change management principles and

practices to their work environment.

The second business goal was to increase the number of products

ready for first-stage testing. A series of “turf battles” had broken out

amongst the leaders as they jockeyed for position in the leadership

hierarchy. No one was being well served while these battles continued.

An organization structure analysis revealed flaws in the

design of the organization that muddied the waters about who was

supposed to be responsible for what. As a result of the assessment,

roles and responsibilities were remapped and more closely aligned

with the product-to-market business process. Leaders then looked

to their coaches to help them hit the ground running with their

new responsibilities, and in some cases, to rebuild some bridges to

other leaders.

Table 8.2 Setting Coaching Objectives at PharmaQuest