9781292081496

The Little Book of Big Coaching Models 76 ways to help managers get the best out of people

by
  • ISBN13:

    9781292081496

  • ISBN10:

    129208149X

  • Edition: 1st
  • Format: Paperback
  • Copyright: 3/20/2015
  • Publisher: Ft Pr

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Supplemental Materials

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  • The New copy of this book will include any supplemental materials advertised. Please check the title of the book to determine if it should include any access cards, study guides, lab manuals, CDs, etc.
  • The Rental and eBook copies of this book are not guaranteed to include any supplemental materials. Typically, only the book itself is included. This is true even if the title states it includes any access cards, study guides, lab manuals, CDs, etc.

Summary

Leaders and Managers want quick answers, quick ways to reach solutions, ways and means to access knowledge that won’t eat into their precious time and quick ideas that deliver a big result.  The Little Book of Big Coaching Models cuts through all the noise and gives managers access to the very best coaching models that they need to get the best from their team Every model is quick and easy to read and delivers the essential information and know-how quickly, efficiently and memorably.

Author Biography

Jim McGrath has worked in both the private and public sectors as a senior manager. He was Senior Lecturer for the MA Professional Development at the City of Birmingham University. For his doctoral thesis he researched the ‘Exercise of Management and Leadership’. He is also the author of The Little Book of Big Management Theories and The Little Book of Big Management Questions.

Table of Contents

About the author

Acknowledgements

How to use this book

Introduction

 

Part 1   Making a start: theories that underpin good coaching

Introduction

 

Section 1    Understanding how people think and learn

Introduction to thinking and learning styles   

1 Knowles on andragogy and how adults learn   

2 Fleming on VAK and the role that senses play in thinking and learning

3 Kolb on experiential learning     

4 Myers & Briggs on personality and learning  

 

Section 2    Understanding what motivates people

Introduction to motivation  

5 Keller’s ARCS model of Motivational Design     

6 McGregor’s X-Y theory of behaviour   

7 Herzberg’s Hygiene factors and KITAs   

 

Section 3    Knowing how to be a good communicator

Introduction to communication

8 Argyles’ communication model

9 Berne’s transactional analysis

10   Johari’s windows

 

Section 4    Setting the right objectives

Introduction to smart objective setting  

11   Bloom on knowledge-based objectives

12   Dave on skill-based objectives   

13   Krathwol & Bloom’s 5-levels of emotional development   

 

Section 5    Coaching through directing

Introduction to behaviourism

14   Pavlov on reducing negativity through classical conditioning  

15   Guthrie on addressing bad habits

16   Merton on the self-fulfilling prophecy   

 

Section 6    Coaching through facilitating

Introduction to humanism   

17   Maslow on the hierarchy of needs   

18   Rogers on facilitation and releasing control   

19   Mezirow on transformational learning   

 

Section 7    Coaching through showing

Introduction to cognitivism

20   The Gestaltists on insight and problem solving

21   Pilbram, Miller & Gallanter on trial & error using TOTE

22   Bandura on role modelling and learning from others

 

Section 8    Coaching through stimulating

Introduction to neurolism

23   Hebb on memory and associative learning  

24   Festinger on Cognitive Dissonance and dealing with strong convictions   

25   Mezernich on the plastic brain   

 

Section 9    Dealing with challenging behaviour

Introduction to challenging behaviour

26   Lewin on the freeze model and reshaping behaviour

27   Honey on behaviour modification   

28   Hare on dealing with the psychopaths

   Summary of Part One       

 

Part 2   Taking it further: advanced coaching theories and models

Introduction

 

29   Bandler & Grinder on NLP and coaching     

30   Bateson on the neuro-logical levels and how to understand feelings

31   Broadbent on filtering and  understanding what information is absorbed

32   Brounstein’s five pillars of commitment      

33   Costa & Kallick on the coach as a critical friend  

34   De Bono on creativity and the Thinking Hats   

35   Dilts on the Disney Creative Strategy   

36   Egan on the Skilled Helper Model  

37   Fournies’ coaching discussion plan   

38   Gallwey’s Inner Game Coaching  

39   Gardener on Multiple Intelligence   

40   Gilbert & Whittleworth on solution-focused coaching and the OSCAR Model

41   Goleman on Emotional Intelligence   

42   Grimley on the Seven C’s coaching model   

43   Grinder on the New Behaviour Generator and realising the vision

44   Hale & Hutchinson’s INSIGHT coaching cycle  

45   Hawkins’ CLEAR Model

46   Kabat-Zinn on Mindfulness and coaching  

47   Landsberg on the Tao of Coaching

48   Lane & Corrie on purpose, perspective and process  

49   McCleod’s STEPPPA model  

50   McPhedran on creative coaching and the GENIUS model

51   Parsloe & Wray’s seven Golden Rules of Simplicity

52   Rogers on the six principles of coaching  

53   Satir on Anchoring and self-coaching   

54   Sweller on Cognitive Load Theory  

55   Whitmore’s GROW Model

   Summary of Part Two

 

Part 3   Coaching the organisation for better performance  

Introduction   

 

Section 10 Leadership coaching

Introduction to leadership   

56   Adair on action centred leadership  

57   Bass on transformational leadership  

58   Boyatzis’ theory of self-directed learning   

 

Section 11 Staying Ahead of Competitors

Introduction to the learning organisation

59   Pedlar, Burgoyne & Boydell on how to become a Learning Organisation

60   Argyris & Schȍn on using Triple-Loop Learning to stay ahead of competitors   

61   Senge on the 5th Discipline   

 

Section 12 Getting the Workplace Culture Right

Introduction to culture   

62   Schein on the importance of values and beliefs

63   Steinhoff & Owens on how others might see the organisation

64   Handy on leadership and the Gods of Culture  

 

Section 13 Being Better at Planning

Introduction to planning   

65   Johnson & Scholes on the seven stages of strategic planning   

66   The McKinsey Group on the seven key dimensions in an organisation   

67   Bitner & Booms on the seven Ps of the marketing mix

 

Section 14 Managing Quality

Introduction to quality management  

68   Juran on how to avoid losing customers   

69   Deming on the fourteen points for quality management  

70   Crosby on how to move from uncertainty to certainty  

 

Section 15 Responding to Change

Introduction to managing change

71   Kotter on how to implement change through eight simple steps  

72   Kubler-Ross on how change affects people   

73   Fisher on how to guide people through transition  

 

Section 16 Working Together

Introduction to team working

74   Belbin on what makes a good team

75   Tuckman on how teams develop  

76   Adezis on how to be a good team manager

   Summary of Part Three

 

The final word on coaching

Recommended reading

Index

 

 

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