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Book
xx, 218 pages : illustrations ; 23 cm
The definitive edition - updated and expanded, with access to an online toolkit. 'The bible of coaching guides...No other book gives you the tools, skills, and the fundamentals needed to succeed in these delicate relationships.' Stephen R. Covey, Author of The 7 Habits of Highly Effective People Co-Active Coaching offers current and aspiring coaches, leaders and managers in organisations and anyone wanting to strengthen interpersonal relationships, a practical, yet transformative communication process called the Co-Active Model. Since its creation by the authors more than 25 years ago, the Co-Active Model and the book have formed the foundation of the authors' six-part coach training program delivered globally to tens of thousands of individuals each year through the authors' training institute, CTI. With its origins in the coaching profession, the Co-Active Model also applies to work and interpersonal relationships because it is based on principles of effective communication backed by current scientific research. In this highly-anticipated new edition, the universal applicability of the the Co-Active Model is emphasised. It goes beyond the one-on-one coach/coachee structure to include guidance for leaders and managers on how they can add a coaching competency to their professional skill set. New to this edition: * Every chapter has been updated for relevance and direct application to coaching in all of its forms, including in the workplace * New material covering: current neuroscience research, Co-Active approaches to leadership development and working with groups and teams * More examples drawn from the authors' first-hand experiences, especially in workplace settings * More examples of the Co-Active Model applied internationally * Updated/fine-tuned glossary (less jargon) * Web-based 'Toolkit' with 27 exercises, questionnaires, checklists, and reproducible forms.
(source: Nielsen Book Data)9781473674981 20180917
Business Library
OB-206-01-06, OB-206-01-06, OB-330-01-02
Book
xxiv, 336 pages ; 23 cm
  • Chapter 1: Whither the Coaching Manager Coaching in an Uncertain World The Coaching Manager Model and Developmental Coaching Coaching and Learning Why Don't More Managers Coach? It's the Relationship That Matters Coaching Isn't the Same as Mentoring The Title of the Book Is The Coaching Manager Chapter 2: The Coaching Manager Model-An Overview Tonia and Ashok Our Reactions to the Case The Coaching Manager Model A Coaching Culture The Coaching Mindset It's the Relationship that Makes it All Possible The Coachee The Opportunity Reflection Feedback Follow Through and the Action Plan As You Experiment With Coaching Chapter 3: The Coaching Mindset The Manager Who Learns to Coach Can Anyone Learn to Coach? The Characteristics of the Coaching Mindset The Coaching Manager Chapter 4: The Coachable "Coachee" The Question of "Coachability" What Do Employees Want From Their Managers? Hallmarks of the Coachable Learner The Problem of Impression Management Barriers to Coaching: What Does an Apparent Lack of Coachability Look Like? Arrogance: The Overestimator An Apparent Lack of Interest in the Job The Impact of Personal Stress Diversity and Coachability A Mismatch Between the Career Stage of the Employee and the Career Stage of the Manager Coachability: Treat Each Employee as an Individual Chapter 5: The Coaching-Friendly Culture and the Coaching Relationship The Coaching Friendly Culture The Values and Practices of the Coaching-Friendly Culture The Coaching Manager and Coachee Relationship The Decision to Trust Building Trust and a Coaching-Friendly Culture at the Team Level The Coaching Relationship in a Diverse World Cultural Intelligence Protecting a Coach-Friendly Culture Over Time Chapter 6: The Opportunity Coaching Managers Focus on Running a Business Not Just Results, Process: How the Work Gets Done The Common Element in All Learning Opportunities The Coachee's View of the Learning Opportunity What Should the Coaching Manager Pay Attention to? Competence Entrepreneurial Learning Strengths or Weaknesses? Opportunities: A Summary Chapter 7: Reflection What Do We Mean By Reflection? Timing Encouraging Reflection Ask Reflective Questions, Listen for Understanding On Learning to Ask Useful Questions Helping the Employee Take Ownership This Takes Time - And it Doesn't Get You There Chapter 8: Feedback Why are Performance Date, Even Observational Data, Suspect? The Real Problem: Our Tendency to Draw Inferences From Selected Data Error and Expectations: What You See Is What You Get Getting the Most From Direct Observation and Related Approaches to Gathering Performance Data The Coachee's Role The Coaching Manager as Observer: Promoting Learning and Performance, From the Sidelines Feedback and Coaching The Benefits of Feedback The Problem With Feedback Making Feedback Useful - A Summary The Basics of Providing Balanced Feedback The Emotional Impact of Feedback Maximizing the Value of That Imperfect Instrument, Feedback Your Development as a Provider of Feedback Chapter 9: Follow Through and Action Planning Planned Development and Action Planning Setting Goals How People Change Unfreezing Change Refreezing Building Commitment for Learning and Change Face-to-face Follow-up and More Conclusions: Goal Setting and Follow Through Chapter 10: Developmental Coaching and Performance Problems Causes of Performance Problems Poor Managers and Poorly Communicated Expectations The Problem of Alignment The Right Person in the Wrong Situation Personal Problems Character Team Problems Organizational Change Addressing Performance Problems: Some Coaching Guidelines Chapter 11: Coaching and Career Development The Changing View of Careers and Career Development Knowing What You Want Developmental Coaching and Career Development Learning Goals and Career Development Who You Know Does Count: Networks, Supporters, and Blockers Using Developmental Coaching to Address Career Concerns and Promote Career Development The Career Story The Final Word, for Now Chapter 12: Coaching and Management Education The Nature of the Problem Transfer of Learning Making the Most of Learning in Management Education Defining the Learning Goal Choosing the Right Program Following Up Management Development Programs and the Coaching Manager Chapter 13: Distance Coaching Trust and the Virtual Team What About Texting? Back to What Coaching is All About Distance Coaching: A Summary of the Key Points Chapter 14: Epilogue Once Again, Technology Changing Demographics The Relationship Between the Manager and the Employee Is Still the Key A Final Word for Our Coaches, Experienced and New.
  • (source: Nielsen Book Data)9781483391656 20160912
The Coaching Manager provides guidance, tools, and examples needed to develop leadership talent and inspire performance through an innovative coaching model that the authors have researched and tested among thousands of managers through the renowned Babson College Coaching for Leadership and Teamwork Program. Unlike coaching books that focus on performance problems, The Coaching Manager presents a developmental coaching methodology that managers can use to guide employees to achieve higher levels of skill, experience greater engagement with organizations, and promote personal development. Key Features * Covers the concept, processes, and strategies involved in developmental coaching, providing real-world strategies for developing people in any organization. * Offers self-assessment tools to prompt students and managers to explore their existing notions of coaching and to what extent they or their organizations might be prepared or ready to create and sustain a coaching environment. * Twenty real-world cases illustrate coaching in action across different organizations and environments. * Action checklists to deepen skills and provide experiential learning opportunities in the classroom and on the job.
(source: Nielsen Book Data)9781483391656 20160912
Business Library
OB-330-01-02