WMBA 6633 Week 4 Coaching Agreement and Rationale Example

Course	WMBA 6633 Personal Leadership: Mentoring and Coaching
Week	Week 4
Paper type	Coaching agreement
Length	About 650 words, 5 pages
Format	APA 7 student paper
School	Walden University
Program	Master of Business Administration (MBA)
Updated	October 2026

Free sample paper for WMBA 6633 Week 4

Coaching Agreement Between an Operations Manager and a New Second-Shift Supervisor: One Observable Goal, the Behaviors That Would Show It, Twice-Weekly Thirty-Minute Sessions, Commitments on Both Sides and the Limits of Confidentiality

Student Name

Walden University

WMBA 6633: Personal Leadership: Mentoring and Coaching

Instructor Name

Month Day, Year

What this page is doingThe title lists the agreement's clauses in order, because the document should read as an agreement rather than an essay about one.

Parties and Dates

Coach: Operations Manager (Tri-County Logistics warehouse, composite case, Indiana).

Person being coached: D. R., Second-Shift Supervisor, promoted March 2, 2027.

Start date: April 5, 2027. End date: May 14, 2027. Review date: May 14, 2027, with a midpoint check on April 23.

What this page is doingThe header block fixes who, when and when the agreement will be reviewed, before any clause.

Clauses

1. Goal. By May 14, D. R. will deliver an end-of-shift handoff that the first-shift supervisor rates complete on at least nine of every ten shifts. A complete handoff covers open orders by customer, dock and equipment problems, staffing gaps including absent temporary workers, safety issues and items the morning supervisor must act on.

2. Behaviors that will show progress. D. R. sends a written handoff by email no later than 2:15 a.m. each shift; uses the same five sections every night; and, when an item is uncertain, says so rather than leaving it out.

3. Cadence. We meet twice a week, Tuesday and Thursday, in the operations office once second shift ends, half an hour each time. A session missed by either of us is rescheduled within two working days.

4. What the coach provides. Preparation for each session by reading that week's handoffs; specific feedback tied to particular nights; questions before advice; and a conversation with the first-shift supervisor in week one to confirm what she needs, shared with D. R.

5. What the person being coached provides. Bringing to each session one handoff he is proud of and one he would redo; trying agreed changes before the next session; and telling the coach when a session is not useful.

6. Confidentiality and its limits. What D. R. says in sessions about his own development stays between us. The handoff ratings themselves are not confidential, because they are an operational measure the shift manager also sees. If D. R. raises a safety concern, a possible policy violation or a matter affecting another employee's employment, the coach will tell him that it must go to the appropriate place, and will help him take it there.

7. How progress is measured. The first-shift supervisor rates each handoff complete or incomplete in a shared log. We review the log at each session. At the midpoint, we decide together whether the goal or the approach should change.

8. Relationship to performance review. These sessions are developmental. They are separate from D. R.'s formal ninety-day review, which his shift manager conducts. The coach will not share session content with the shift manager beyond the handoff ratings, unless D. R. agrees.

9. Ending or renewing. The agreement ends on May 14. We may agree then to a new goal, end the coaching or move to monthly check-ins.

Signatures: Operations Manager; Second-Shift Supervisor. Date: April 5, 2027.

Why the Agreement Is Written This Way

The goal is stated as an observable change with a number and a date, so both of us can tell whether it was reached without relying on impressions. Whitmore (2017) argues that coaching goals should be specific, measurable and owned by the person being coached, and clause 1 was written with D. R. after he chose the five sections himself in our first conversation.

The confidentiality clause matters because I am senior to his manager. Without limits stated in advance, D. R. might reasonably fear that anything he admits will reach his review. Research on coaching outcomes points to the relationship itself as one of the strongest predictors of success, and a working alliance depends on trust (de Haan et al., 2013). Theeboom et al. (2014) found coaching effective across several kinds of outcomes, but those effects assume a relationship in which the person being coached can speak honestly. The clause protects that honesty while being clear about what cannot be kept private.

What this page is doingThe short rationale explains the two clauses most likely to be tested: the goal and confidentiality.

References

de Haan, E., Duckworth, A., Birch, D., & Jones, C. (2013). Executive coaching outcome research: The contribution of common factors such as relationship, personality match, and self-efficacy. Consulting Psychology Journal: Practice and Research, 65(1), 40-57. https://doi.org/10.1037/a0031635

Theeboom, T., Beersma, B., & van Vianen, A. E. M. (2014). Does coaching work? A meta-analysis on the effects of coaching on individual level outcomes in an organizational context. The Journal of Positive Psychology, 9(1), 1-18. https://doi.org/10.1080/17439760.2013.837499

Whitmore, J. (2017). Coaching for performance: The principles and practice of coaching and leadership (5th ed.). Nicholas Brealey.

The Walden WMBA 6633 Week 4 instructions

For this week, the course asks you to draft the coaching agreement you would actually use with the person you are coaching, followed by a brief rationale. The agreement should name both parties by role, give start and end dates and a review date, and state one goal in observable terms with a measure and a deadline. It should also cover how often you will meet and for how long, what each person commits to, how progress will be tracked, how confidentiality works and where it stops, and how the arrangement ends or renews. The rationale, usually a page or less, explains the choices behind the most important clauses with support from the readings. Numbered clauses and a signature line make the document read as an agreement.

How the WMBA 6633 Week 4 example is put together

The sample opens with a header block naming the coach, the supervisor, the start and end dates and a midpoint check on April 23. Nine clauses follow. The goal clause defines a complete handoff by its five contents. The behaviors clause sets a 2:15 a.m. email and the same five sections each night. The cadence clause fixes Tuesday and Thursday sessions at 2:30 a.m. with a two-day rule for rescheduling. Separate clauses list what the coach and the supervisor provide. The confidentiality clause keeps development talk private but excludes safety concerns, policy violations and matters affecting another employee. Measurement uses the morning supervisor's log, and a clause separates the sessions from the ninety-day review. The rationale explains the numeric goal and the limits on confidentiality, citing Whitmore, de Haan and colleagues and Theeboom and colleagues.

WMBA 6633 Week 4 rubric: what earns full marks

An agreement earns its marks by being usable. The goal must be observable, with a measure and a date, and both people must be able to tell whether it was met without arguing. Clauses on cadence, commitments and measurement should be specific enough that a missed session or a skipped task would be obvious. The confidentiality clause is where many drafts fall short: it should say what stays private and name the kinds of information that cannot, before the first session rather than in the middle of one. The rationale should explain choices, not restate clauses, and should be supported by coaching research. A separate clause on how the arrangement relates to formal performance review shows awareness of the power difference in workplace coaching.

WMBA 6633 Week 4 help: mistakes that cost marks

Draft the goal before anything else, then hand it to an imagined bystander: could they confirm it was met? If the answer is no, add a number or a behavior. Then work through the logistics clauses, which are easy to leave vague. For confidentiality, list the situations in which you would have to act on something the person tells you, and put them in writing. Drafts often lose credit for goals about attitudes, for missing end dates and for confidentiality promises the coach could not keep. Some also forget to say who measures progress. Keep the rationale short and focused on the two or three clauses most likely to be tested. If you need a model agreement for a coaching relationship of your own, give us the two roles and the goal you have in mind.

Get a WMBA 6633 Week 4 example written to your instructions

Send over the Week 4 prompt, the rubric and any agreement template the section supplied, and a completed document with its rationale returns inside 24 to 48 hours, with no fee on a first request. Templates get filled field by field rather than rewritten, because a marker checks those fields before reading anything else.

More WMBA 6633 papers and MBA samples

WMBA 6633 Week 4 questions, answered

Where can I find a free WMBA 6633 Week 4 sample paper?

This page carries the full coaching agreement, all nine clauses and the rationale, open to read without charge.

What goal does the Week 4 coaching agreement set?

That by May 14 the supervisor's end-of-shift handoff is rated complete by the first-shift supervisor on at least nine of every ten shifts.

How often do the coach and supervisor meet?

Twice a week, on Tuesday and Thursday, for thirty minutes after second shift, with missed sessions rescheduled within two working days.

What are the limits of confidentiality in the agreement?

Development talk stays private, but safety concerns, possible policy violations and matters affecting another employee's employment must go to the right place.

Does the coaching feed into the supervisor's performance review?

No. The agreement keeps sessions separate from the ninety-day review, sharing only the handoff ratings, which the shift manager already sees.