Please find the below example only not to be used as my friend paper

My case study is about Omani Engineer 18 years experiences  , Moved from engineering directorate to well engineering  directorate to get chance to leadership position ,he didn’t get promotion for leadership position and he was demotivated , start coaching with him to support him on why he didn’t be considered for leadership positing in the organization

Initial Contracting:

8 sessions of 45 minutes duration were contracted with the client. All sessions took place in the company office at agreed times and dates.

Presenting issues:

The outcome of the first session was a variety of inter-connected points covering:

Interpersonal Skills

Decisiveness

Communicate powerfully and prolifically.

Introduction

This case study is based on a piece of coaching work undertaken with a Concept Engineer within my company. She is a qualified engineer, managing technical work and other activities. She isresponsible for studies such as integrated technical reviews, decision quality reviews and field development plans. In addition, she manages key stakeholders and achieves suitable technical integration across surface, subsurface, wells and operations. Her work requires multiple stakeholder management, which includes contractors, PDO customers and functional discipline authorities.

Initial Contracting:

Six sessions of 60 minutes duration were contracted with the client. All sessions took place in the company office at agreed times and dates.

Assessment: 

What came out of my first encounter with the client was that she is technically sound with a lot of ambition to progress within the organization. She is driven to achieve her tasks at highest quality independently. She has high self- confidence in her abilities and motivation to build her technical and non-technical competencies. She has a strong opinion about how to do things, which creates conflict with her direct supervisor on the level of autonomy she has to deliver her work independently. This issue has been ongoing for long time and she has had several engagements with her line supervisor without any notable progress. Her supervisor stretches her to do new things and considers her as a high potential talent. 

Initial Impressions

The client is keen to have the coaching sessions and participate in the exercises to build herself. I have noticed that she is not sure about what she needs to be coached on. In addition, I have noticed that she needs clarity of her goals,priorities and areas of development. Finally, I have noticed her genuine interest in committing the time and effort to develop herself in order to grow professionally and uplift her skills.  Upon reflection, I wish I had spent more time to understand more about her definition of success and valuesprior to commencing the coaching sessions.

Presenting issues:

The outcome of the first session was a variety of inter-connected points covering:

• Influencing issues      :This mainly refers to the clientnot being assertive enough, not being able to adapt to her line manager’s work style andlack of flexibility in her style.
• Time management & prioritization:This is reflected in the client’s tendency of  taking up too many tasks, not saying no to new tasks that come her way, and working extra hours to cope with the extra given load.

Coaching Process:

In the first session, we agreed that we will do a GAPs grid analysis to understand hergoals, values, abilities, and the perception as well as success factors in the organization. We did not manage to cover her goals, values and abilities during the session. We agreed that she needed to seek input from her peers, line supervisor and customers about her areas of strength and development. After one month, during the second coaching session, we completed the remaining gaps grid based on the input received and we started connecting different areas to come up with the focus areas of the coaching which were: influencing upwards and sideward and contracting well with her line manager on the required tasks to do. We discussed these two points and agreed on a number of actions to be completed between the sessions. During third session, one-month letter, the client reported good progress in three agreed actions nevertheless one action in particular did not yield the intended results. We spent the whole session trying to explore ways that will help the client to overcome the challenges she was facing and we agreed on new actions. The fourth session, took place two months later, a good progress was reported by the client. The client raised some issues regarding adapting to her peers’ style and she wanted to explore focused actions to progress in this area. She was experiencingmultipleissues related to anxiety and clarity, which we explored and agreed on practical actions. On fifth session, one month later, the client reported further positive progress. We agreed it was best to confirm her outlook of the progress by seeking feedback on the observed changes from her peers and line supervisor to evaluate the progress of her development. There was alignment on the positive changes observed and we agree to continue the actions to build further on the skill. On sixth session, we discussed her reflections and observations from the coaching sessions and we discussed her new role and how to bridge to the gaps in the new role, which was her request from the last session. We agreed on actions, which benefited her as per the feedback received from her.   During the coaching session, the clients was hesitant to take some of the actions that come through the coaching session nevertheless, we discuss the consequences of not taking action. For example, she mentioned that she has already discussed the need for autonomy to do her job with her line supervisor several times with no progress. What will make it work this time? I did explore with her all potential consequences of not taking the action professionally and personally. In addition, we did explore the gains of taking action regardless the results. After the discussion, she decided to take the action. She said that her line manager initially get very upset but after one week, he called her for a meeting to explore how each can adopt to the other person style. Finally, both agreed on number of actions that will work for both of them.

Observations on My Coaching Practices

Reflecting on the sessions, I see that the GAPS grid analysis gave a great clarity on the focus areas of all sessions in addition worked as a reference point to see the things explored during the coaching sessions. As per one of the suppression session reflections, I asked the client to go and seek feedback from others to fill the GAPS Grid, which I suppose to help the client to complete the perceptions section during the session and help her to make the linkage between different areas. The client started with an idea uin mind that as a coach I will give the course of actions to the presented issues. This perception started changingby the second session when the psychological safety was strengthened and I felt more at ease with asking questions. I have sometimes fallen unconsciously to give direction and actions, which in my view was as result of my role as an employee champion.

I think I would add more value to my client had I spent more time at the beginning of each coaching session to understand deeply what went well, what could be improved, and celebrate the success to boost the client’s confidence. In addition, I found myself sometimes thinking about what questions to ask next and missedsome important information that would have helped during the discussion.

I was able to stimulate the thinking of the client to explore new ways of working when I insistedin my confidence that the client already had all the answers and needed to tap deeper within her own thinking to find them. This created a sense of confusion and ambiguity at the beginning, which started to disappear when the client saw practical options, and actions started to emerge.

I think I was stuck trying to help the client to develop new perspectives, options and actions without really focusing on the emotional state of the client sometimes, which affected the openness of discussion during some of the sessions.

Coaching Supervision Sessions

Coaching supervision sessions highlight several improvement areas that I need to improve on which include contracting, genuine listening and questioning techniques. I did shadow my supervisor on one of the contracting sessions, which help me to do better contracting with my new clients. For genuine listening, I have improved on listening when I start to gain confidence on my coaching skills and do reflections with my supervisor to get the coaching required. I am still building my questioning techniques through practice and reflections. The supervision sessions helped me to build my confidence and change my wrong coaching practices.

Conclusion

After the coaching, the client was given a challenging project with clear contracting in the prioritization of her overall tasks. In addition, the client was able to adapt to line supervisor’s style of working which allowed the line supervisor to reciprocate by giving her more autonomy to deliver. The client felt that she had made good progress with her peers by being more assertive and adaptable when required. Nevertheless, it is hard to measure that she progressed with her peers. We agreed that she would decide in case she wantedfurther coaching.