The Coaching Manager; Developing Top Talent in Business

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  • Edition: 2nd
  • Format: Paperback
  • Copyright: 2010-05-06
  • Publisher: SAGE Publications, Inc
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While most coaching books focus on performance problems, The Coaching Manager presents a developmental coaching methodology that that managers can use to help skilled and competent employees excel to even higher levels, experience greater engagement with their organizations, and at the same time promote their personal development. It is based on the experience of practising managers, drawing on research, teaching and consulting contacts with over 4000 leaders from all business disciplines who use coaching in their work. Clearly written, without jargon, specific coaching techniques are illustrated through the use of short case studies and self-assessment exercises that will help the reader learn to apply the principles of The Coaching Manager quickly.The Second Edition has been updated with new ideas and cases that will show how developmental coaching can be integrated with all phases of the talent management process.

Table of Contents

Prefacep. xi
Acknowledgmentsp. xvii
Introduction: The Coaching Managerp. 1
Coaching Can Help, for Employees Who Want to Learnp. 3
Coaching Is Good for Youp. 5
Why Don't More Managers Coach?p. 8
Coaching and Learningp. 10
The Coaching Manager and Emotional Intelligence (EQ)p. 11
Coaching Isn't the Same as Mentoringp. 13
Why Think About Becoming a Coaching Manager?p. 14
Your Approach to Coaching Determines the Outcome of Your Effortp. 16
An Overview of Developmental Coachingp. 19
Developmental Coaching: An Examplep. 19
A Simple Model of Developmental Coachingp. 27
As You Experiment With Coachingp. 42
Defining Success as a Coaching Managerp. 45
Coaching Managers Focus on Running a Businessp. 45
Not Just Results, but Process: How the Work Gets Donep. 48
What Should the Coaching Manager Pay Attention To? Competencyp. 48
If Your Company Has a Competency Modelp. 54
If Your Company Does Not Have a Useful Competency Modelp. 57
Coaching and Selectionp. 59
Summaryp. 62
Creating a Coaching-Friendly Contextp. 63
Financial Co.-A Learning Context?p. 64
The Values and Practices of the Coaching-Friendly Contextp. 67
The Coaching-Friendly Context and the High-Performance Organizationp. 72
Creating a Coaching-Friendly Context in Your Business Unitp. 73
Fred, the Coachp. 76
Protecting a Coaching-Friendly Context Over Timep. 80
The Future of the Coaching-Friendly Contextp. 81
The Development of a Coaching Manager and the "Coaching Mind-Set"p. 83
The Naturalsp. 84
The Manager Who Learns to Coachp. 85
Can Anyone Learn to Coach?p. 90
The Coaching Mind-Set: An Attitude of Helpfulnessp. 91
The Coaching Managerp. 98
The "Coachable" Learnerp. 101
The Question of "Coachability"p. 101
The Reluctant Coachee?p. 102
What Do Employees Want From Their Managers?p. 105
Hallmarks of the Coachable Learnerp. 107
The Problem of Impression Managementp. 110
Barriers to Coaching: What Does an Apparent Lack of Coachability Look Like?p. 111
Coachability: Treat Each Employee as an Individualp. 122
Stopping the Action and Starting a Coaching Dialoguep. 123
Aron, the Struggling Team Leaderp. 126
Seizing a Coaching Opportunity With a Coaching Mind-Setp. 127
Being Vigilant for Learning Opportunitiesp. 127
Assessing the Importance of the Opportunityp. 128
Is the Timing Right?p. 130
Establish or Reestablish Rapportp. 131
Ask Reflective Questions, Listen for Understandingp. 131
On Learning to Ask Useful Questionsp. 137
Help the Employee Define and Take Ownership of the Real Issuep. 140
Follow-Up: Ask the Employee About Useful Next Stepsp. 141
Practice Cases: Stopping the Action and Starting the Dialoguep. 142
Is John Headed for Burnout?p. 142
Sara, the Frustrated Superstarp. 144
Stopping Time and the Coaching Dialoguep. 145
The Coaching Mirrorp. 147
Why Are Performance Data, Even Observational Data, Suspect?p. 150
The Real Problem: Our Tendency to Draw Inferences From Selected Datap. 152
Error and Expectations: What You See Is What You Getp. 157
Getting the Most From Direct Observation and Other Approaches to Gathering Performance Datap. 159
The Coachee's Rolep. 161
The Coaching Manager as Observer: Promoting Learning and Performance, From the Sidelinesp. 163
Providing Balanced and Helpful Feedbackp. 165
The Benefits of Feedbackp. 166
The Problem With Feedbackp. 167
Making Feedback Useful-A Summaryp. 171
The Basics of Providing Balanced Feedbackp. 173
The Emotional Impact of Feedbackp. 180
Maximizing the Value of That Imperfect Instrument, Feedbackp. 184
Your Development as a Provider of Feedbackp. 186
What Does It All Mean? Collaboratively Interpreting Learning Needsp. 187
What's Going On With Jack?p. 187
Do You Need to Know Why?p. 190
The Coaching Dialoguep. 192
Root Causesp. 193
Individual Factorsp. 194
Cultural Factorsp. 196
Team and Organizational Factorsp. 199
The Importance of "Getting It Right" When Interpreting Performancep. 201
Goal Setting and Follow-Up: Making Change Happenp. 203
Planned Developmentp. 204
Setting Goalsp. 207
How People Changep. 211
Unfreezingp. 212
Changep. 213
Refreezingp. 214
Building Commitment for Learning and Changep. 215
Conclusions: Goal Setting and Follow-Upp. 217
Coaching and Career Developmentp. 219
An Overview of Career Development in the Modern Organizationp. 221
Knowing What You Wantp. 223
Choosing Learning Goalsp. 229
Who You Know Does Count: Networks, Supporters, and Blockersp. 233
Using Developmental Coaching to Address Career Concerns and Promote Career Developmentp. 238
Coaching for Career Developmentp. 240
The Good Employee Who Has Become Bored With Her Jobp. 241
The Employee Who Wants to Move Up (Too Fast!)p. 243
The Employee With Work and Family Concernsp. 245
Conclusions: Developmental Coaching and Career Developmentp. 246
Developmental Coaching and Performance Problemsp. 247
Causes of Performance Problemsp. 250
Poor Managers and Poorly Communicated Expectationsp. 251
The Wrong Person in the Wrong Jobp. 252
The Right Person in the Wrong Situationp. 253
Personal Problemsp. 254
What the Manager Seesp. 256
What the Manager Hearsp. 256
What the Manager Never Knewp. 257
Characterp. 258
Team Problemsp. 261
Organizational Changep. 261
Addressing Performance Problems: Some Coaching Guidelinesp. 262
Using Coaching to Leverage the Investment in the Classroomp. 265
The Nature of the Problemp. 266
Transfer of Learningp. 267
The Wrong Executive Education Experience at the Wrong Timep. 270
Leadership Education That Helpedp. 271
The Challenge of Becoming More Strategicp. 273
Making the Most of Classroom Learningp. 274
Defining the Learning Goalp. 276
Choosing the Right Programp. 277
Following Upp. 277
The Classroom and the Coaching Managerp. 278
Epilogue: The Coaching Managerp. 279
Technology and Coachingp. 279
Changing Demographicsp. 281
Coaching in Tough Timesp. 281
The Relationship With the Coaching Manager Is the Keyp. 282
A Final Word for Our Coaches, Old and Newp. 283
Appendixp. 285
Referencesp. 291
Indexp. 297
About the Authorsp. 303
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