Part One/ 1 Page in Length Step 1) Consider that ethical dilemmas are called that because there is often not one clear-cut answer for what is right and what is wrong. The coaching relationship is fraught with ethical dilemmas, including: Emotional, behavioral, or personality issues with coachees (such as potential suicides or illegal acts) Emotional, behavioral, or personality issues with the coach (prolonging the coaching arrangement for financial gain) Failure to respect professional boundaries between coach and coachee (possible inappropriate personal involvement or abuse of power) Conflicts of interest among various stakeholders (such as failure to keep confidential information from management) Step 2) Read about the main ethical considerations governing coaches and coaching relationships in the following book found in the Trident Online Library. The authors propose a model for ethical decision-making in coachingthe ACTION modelspecifically designed for people working in leadership coaching. Although written for professional coaches, leaders who coach subordinates in a mentoring role can benefit from using the guidelines in this chapter to shape their own behavior as well. Passmore, J., & Mortimer, L. (2011). Ethics in coaching. In G. Hernez-Broom, & L. A. Boyce (Eds.), Advancing executive coaching: Setting the course for successful leadership coaching (pp. 205-227). Hoboken, NJ: Jossey-Bass. Step 3) Read this classic article on the ethics of mentoring that specifically addresses ethical issues from the perspective of the imbalance of power between the mentor (or boss) and the subordinate. Moberg, D. J. & Valasquez, M. (2004) The ethics of mentoring, Business Ethics Quarterly 14(1): 95-122. Step 4) Below are several ethical situations a coach may have: it ethical to receive a special price for services or goods from a client or coachee? it ethical to date a client/coachees sister or brother? it ethical to buy a car from a client/coachee who owns the only dealership in the area? it ethical to ask a client/coachee for a ride to the airport? there circumstances where it would be OK to have a sexual relationship with a client/coachee? When reviewing ethical situations, coaches should consider the following elements within the coaching relationship: How much of a power differential is there between the coach and the other person? Will it be brief contact or will it be continuous or episodic contact over a long time? Has the relationship been permanently terminated, and does the client understand that as well? Step 5) Select one of the ethical situations from a through e above. Step 6) Answer the following questions below using question and answer (Q&A) format; in other words, include the original question along with your response. Within your post, support your responses with information from the background materials or reputable outside sources, and provide the full citation at the end. Use APA format for your references. Bring in your own personal experiences, readings, and research, where applicable. Which ethical situation did you select? In your opinion, would this situation be unethical? Why or why not? How does the element of power factor into your opinion? How does the element of duration factor into your opinion? How does the element of termination factor into your opinion? Are you drawing on any particular ethical framework in formulating your response Part Two/ 1 Page in Length Step 1) Consider the following: Combining development and work makes even more sense if you believe the long-accepted maxim that there is a 70/20/10 formula that applies to leadership development. (That formula suggests that 70% of what you learn about leadership comes from on-the-job experiences. Coaching from your boss and others gives you the next 20% and the final 10% comes from formal classroom development.) While those exact numbers can be debated, most would say it is directionally correct. Why, then, do organizations spend virtually no time trying to gain a higher return from the 70%, a minimal effort on the 20%, and focus most of their resources on the 10%? Willie Sutton, the bank robber, explained that he robbed banks because thats where the money is. Willies statement is humorous, but he makes a valuable point. Applying that primitive logic, it becomes more obvious that you receive a much greater benefit from the time, energy, and effort you spend building development into your job than on the time you spend on anything else. For example, job-related feedback from a 360-degree instrument is a powerful tool to help combine development with work. Like Willie, you should focus your effort directly on the largest payoff at hand. Step 2) Read the following article: Throw Your Old Plan Away: 6 New Ways to Build Leadership Development into Your Job