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Difference between Judge and Coach

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1. Do you agree that the roles of judge and coach are incompatible? Why or why not?

2. Can effective coaching take place without judgment? As a demonstration (maybe to yourself or others) try to provide performance feedback without first making some assessment, even if it is informal. Coaching for improvement requires some knowledge of where you are and a direction of where to go. Can you imagine a situation in which effective feedback can be provided without there being some assessment on some standard?

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1. Do you agree that the roles of judge and coach are incompatible? Why or why not?

The role of a judge and that of a coach are not incompatible. A judge can be a coach as well, or vice verse. It is so, because both involve teaching, mentoring and training in one way or another. For instance, a judge can be of a musical performance, so can there be a coach. The job of the coach is to train for the performance and its best rendition, where as the role of the judge is to comment on that performance and do the best to accurately rate the excellence of a performer's presentation. In that sense then, given the situation in which the performer is, her/ his judge and coach can be the same person. A coach never discourages a performer on the tasks performed for a competition. In fact, the only feedback a coach ideally gives is positive feedback. And that helps the performer becomes better able to handle the difficult and more advance expectations for her/ his performance from the judge. However, given the coaching method of some coaches, they can be also be more in favor of a tough, rigorous training and that involves more direct and less softer treatment of the ...

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Difference between Judge and Coach ; coaching vs. judgement

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Coaching for Optimal Performance Using Big 5 Factors

Alex was recently promoted from Associate to Sr. Associate at Jeffries, Smith, and West, an accounting company in Los Angeles, CA that specializes in tax audits for companies in the entertainment industry. Prior to this promotion, Alex didn't have any managing experience with this firm, but with the promotion she now manages a team of six Associates and three Junior Associates. Many of the employees on her team are people that she has worked with previously and knows quite well from her experience as an Associate.

One of the Associates whom Alex has worked with and now manages is James. James has worked for Jeffries, Smith, and West for three years and has developed a reputation of "playing hard," but not always "working hard."

Alex has worked with James on two separate occasions. The first time was two years ago when they were on a team that did an audit for MGM. While on this project, Alex observed that James was a very competent person and excelled as a member of their team. The second time Alex and James worked together was nine months ago when they worked on an audit for Viacom International Inc. While on this project, Alex saw a very different side of James. James seemed to be bored and unengaged with his work. On top of that, Alex overheard their managing Sr. Associate complain about James' lack of organization and discipline.

Because Alex is now James' manager, she is trying to figure out what she can do to help James be the employee that he was when working on the MGM job. To do so, Alex reflected upon the differences between the MGM job and the Viacom International Inc. job to see what kept him engaged and working hard in the MGM job or what caused him to be disengaged from the Viacom International Inc. job. One difference between the two jobs that stood out to Alex was the managing Sr. Associate. The managing Sr. Associate with the MGM job, Jackson DeRosa, was probably one of the best managers that Alex had encountered since being with the firm. She loved how he was so personable with his subordinates. He seemed to know each employee personally, and even more, he seemed to know what buttons to push to motivate his employees. Jackson was known throughout the company as being the only manager who always met his deadlines and everyone loved working for him. In sharp contrast to Jackson was Alex's managing Sr. Associate on the Viacom International Inc. job, Gary Boone. In Alex's opinion, Gary was a very critical boss that seemed to care only about the numbers and not his employees. Gary often had his employees work 14 hour days on the weekend. Since that time, Gary had left the firm.

If you were in Alex's position,
1. What type of coaching style would you choose when working with James?
2. What behaviors would you engage in while coaching James in order to ensure that he is productive?
3. Be sure to provide reasons for why you would engage in your specified behaviors.

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