The Coaching Manager; Developing Top Talent in Business

by Hunt, James; Weintraub, Joseph

• ISBN13: 9780761924197
• ISBN10: 0761924191
• Format: Paperback
• Copyright: 2002-05-06
• Publisher: Sage Publications, Inc

Summary

"The Coaching Manager provides real-world strategies for developing people in any organization. Hunt and Weintraub bring together a new model of coaching along with a solid understanding of how business works. A must read for leaders at all levels." --Roger Enrico, former Chairman and CEO of PepsiCo Inc. "Managers and entrepreneurs alike will find The Coaching Manager to be of immense value in learning to coach as well as creating a coaching-friendly environment. Hunt and Weintraub give us an approach to coaching that managers can start using immediately. This book belongs on every manager's bookshelf." --Arthur M. Blank, Co-Founder and Retired Co-Chairman, The Home Depot; Chairman, President, and CEO, Atlanta Falcons "Hunt and Weintraub impart solid insight and advice for developing leadership talent and inspiring performance through an innovative coaching model. The depth of their research and experience with thousands of managers is relevant to any business leader interested in aligning talent with their organization. I have participated in their leadership coach training program and recommend it to all leaders who value, support, and encourage their most precious assets, the employees . . . " --Patricia A. Hickey, R.N. M.S. M.B.A, Vice President, Cardiovascular and Critical Care Services, Children's Hospital, Boston, Mass. "A rich, wonderful resource for all managers wanting to develop the potential of their people. In this one volume, youa??ll find all the guidance, tools, and examples needed to become a master coach. In a world where the capacity to coach is no longer nice-to-have but a necessity-to-know, this is the book to buy. " --Jay A. Conger, Professor, London Business School and author of Building Leaders The Coaching Manager: Developing Top Talent in Business introduces an easy-to-implement developmental coaching model based on the authors' extensive work with thousands of managers, executives, and MBA students. The goal is for managers to help employees learn and be more productive on a day-to-day basis. This model encourages employees to take greater responsibility for their learning and development while forging a helping relationship between manager and employee. Such an approach to management will lighten the emphasis on evaluation and create learning opportunities for all involved. The book includes twenty real-world cases, self-assessment tools, and action checklists to deepen skills and understanding. The Coaching Manager will benefit managers, leaders, and entrepreneurs in business and not-for-profit organizations; those in MBA programs; students in leadership, organizational development, and human resource management; as well as participants in executive training programs.

Table of Contents

Preface	xi
Acknowledgments	xvii
Introduction: The Coaching Manager	1	(13)
Coaching Can Help, for Employees Who Want to Learn	2	(1)
Why Don't More Managers Coach?	3	(2)
Developmental Coaching	5	(1)
Coaching and Learning	6	(2)
The Coaching Manager and Emotional Intelligence (EQ)	8	(1)
Coaching Isn't the Same as Mentoring	9	(1)
Coaching: Everybody Learns	10	(1)
Making It Work: The Transition to Becoming a Coaching Manager	11	(1)
Your Approach to Coaching Determines the Outcome of Your Effort	12	(2)
Self-Assessment 1.1: Your Existing Mental Models of Coaching	12	(2)
An Overview of Developmental Coaching	14	(19)
Developmental Coaching: An Example	14	(4)
Why Such a Simple Model?	18	(1)
A Coaching Friendly Context	19	(3)
A ``Coaching Mind-Set'' on the Part of the Manager	22	(2)
The ``Coach-Able'' Learner	24	(1)
Stopping the Action and Starting the Dialogue: Creating Coaching Opportunities	25	(2)
The Coaching Mirror	27	(1)
Knowing What Is Important: The View From the Business	27	(1)
Observing What Is Important, Effectively	28	(1)
Providing Balanced and Helpful Feedback	29	(1)
Collaboratively Interpreting the Meaning of Performance Gaps	30	(1)
Setting a Goal for change and Following Up	31	(1)
As You Experiment With Coaching	32	(1)
The Coaching Manager and the ``Coaching Mind-Set''	33	(18)
Coaching Managers Focus on Running a Business	34	(1)
The Naturals	35	(2)
The Manager Who Learns to Coach	37	(4)
Can Anyone Learn to Coach?	41	(1)
The Coaching Mind-Set: An Overriding Attitude of Helpfulness	42	(6)
The Coaching Manager	48	(3)
Self-Assessment 3.1: Your Foundation For Learning to Coach	49	(2)
The ``Coach-Able'' Learner	51	(21)
The Question of ``Coach-Ability''	51	(4)
Case 4.1: The Reluctant Coachee?	52	(3)
In General, People Do Want to Be Coached	55	(2)
Hallmarks of the Coach-Able Learner	57	(2)
The Problem of Impression Management	59	(1)
Barriers to Coaching: What Does a Lack of Coach-Ability Look Like?	60	(11)
Coach-Ability: Treat Each Employee as an Individual	71	(1)
Creating a Coaching Friendly Context	72	(18)
Case 5.1: Financial Co.---A Learning Context?	73	(3)
The Coaching Friendly Context Defined	76	(4)
The Coaching Friendly Context and the High-Performance Organization	80	(1)
Creating a Coaching Friendly Context in Your Business Unit	81	(7)
Case 5.2: Fred, the Coach	84	(4)
Protecting a Coaching Friendly Context Over Time	88	(2)
Stopping the Action and Starting a Coaching Dialogue	90	(19)
Case 6.1: George, the Struggling Team Leader	93	(1)
Seizing a Coaching Opportunity With a Coaching Mind-Set	94	(11)
Practice Cases: Stopping the Action and Starting the Dialogue	105	(4)
Case 6.2: Is John Headed for Burnout?	105	(2)
Case 6.3: Samantha, the Frustrated Superstar	107	(2)
Focusing On What Is Important	109	(14)
Not Just Process, But Results	110	(1)
What Should the Coaching Manager Pay Attention To? Competency	111	(3)
If Your Company Has a Competency Model	114	(3)
If Your Company Does Not Have a Useful Competency Model	117	(2)
The Coaching Manager as Teacher	119	(1)
Strengths That Are Used	120	(3)
Self-Assessment 7.1: How Clear are You and Your Direct Reports About What Is Important?	121	(2)
Observing What Is Important, Effectively	123	(16)
Why Is Performance Data, Even Observational Data, Suspect?	125	(3)
The Real Problem: Our Tendency to Draw Inferences From Selected Data	128	(4)
Error and Expectations: What You See Is What You Get	132	(2)
Getting the Most From Direct Observation and Other Approaches to Gathering Performance Data	134	(2)
The Coachee's Role	136	(2)
The Coaching Manager as Observer: Promoting Learning and Performance, From the Sidelines	138	(1)
Providing Balanced and Helpful Feedback	139	(18)
The Benefits of Feedback	139	(2)
The Problem With Feedback	141	(2)
Your Development as a Provider of Feedback	143	(1)
The Basics of Providing Balanced Feedback	144	(7)
The Emotional Impact of Feedback	151	(4)
Maximizing the Value of That Imperfect Instrument, Feedback	155	(2)
What Does It All Mean? Collaboratively Interpreting What Needs to Change	157	(15)
Case 10.1: What's Going On With Jack?	157	(3)
Do You Need to Know Why?	160	(1)
The Coaching Dialogue	161	(1)
Root Causes	162	(2)
Individual Factors	164	(1)
Cultural Diversity	165	(3)
Team and Organizational Factors	168	(2)
The Importance of ``Getting It Right'' When Interpreting Performance	170	(2)
Goal Setting and Follow-Up: Making Change Happen	172	(15)
Planned Development	173	(2)
Setting Goals	175	(4)
How People Change	179	(4)
Building Commitment for Learning and Change	183	(2)
Conclusions: Goal Setting and Follow-Up	185	(1)
Setting Developmental Goals: Give It a Try	186	(1)
Coaching and Career Development	187	(17)
An Overview of Career Development in the Modern Organization	188	(3)
Personal Career Planning	191	(2)
Using Developmental Coaching to Address Career Issues	193	(2)
Coaching for Career Development	195	(8)
Case 12.1: The Good Employee Who Has Become Bored With Her Job	196	(2)
Case 12.2: The Employee Who Wants to Move Up (Too Fast!)	198	(1)
Case 12.3: The Employee Who Is Good at His Work but Hates It	199	(2)
Case 12.4: The Employee With Work/Family Concerns	201	(2)
Conclusions: Developmental Coaching and Career Development	203	(1)
Developmental Coaching and Performance Problems	204	(15)
Causes of Performance Problems	206	(1)
Poor Managers and Poorly Communicated Expectations	207	(1)
The Wrong Person in the Wrong Job	208	(1)
Personal Problems	209	(4)
Case 13.1 (a): What the Manager Sees	210	(1)
Case 13.1 (b): What the Manager Hears	211	(1)
Case 13.1 (c): What the Manager Never Knew	212	(1)
Character	213	(2)
Team Problems	215	(1)
Organizational Change	216	(1)
Addressing Performance Problems: Some Coaching Guidelines	216	(3)
Using Coaching to Leverage the Investment in the Classroom	219	(13)
The Nature of the Problem	220	(1)
Transfer of Learning	221	(7)
Case 14.1: The Wrong Executive Education Experience at the Wrong Time	223	(2)
Case 14.2: Leadership Education That Helped	225	(1)
Case 14.3: The Challenge of Becoming More Strategic	226	(2)
Making the Most of Classroom Learning	228	(1)
Defining the Learning Goal	229	(1)
Choosing the Right Program	230	(1)
Following Up	230	(1)
The Classroom and the Coaching Manager	231	(1)
EPILOGUE: COACHING AND ORGANIZATIONS, A FINAL WORD	232	(9)
Will Technology Help?	234	(2)
Can Coaching Be Delegated?	236	(2)
The Relationship With the Coaching Manager Is the Key	238	(1)
What Should Organizations Do?	239	(1)
A Final Word for Our Coaches, Old and New	240	(1)
References	241	(4)
Index	245	(6)
About the Authors	251