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| Preface | |
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| About the Authors | |
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| The Goals of Good Coaching | |
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| Why Should a Manager Be a Coach? | |
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| Are You Tapping Your Most Valuable Resource? | |
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| Accessibility | |
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| The Benefits of Good Coaching | |
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| Meanwhile, Back at the Publishing Group | |
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| The Coach's Checklist for Chapter 1 | |
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| The Attributes of a Good Coach | |
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| Coaching: Definitions and Distinctions | |
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| Characteristics of a Good Coach | |
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| Translating Attitudes into Actions | |
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| The Coach's Checklist for Chapter 2 | |
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| What Do Your Players Want? | |
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| Looking Beyond the Paycheck | |
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| Three Drives That Motivate Your Staff | |
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| Strategies for Motivational Coaching | |
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| The Coach's Checklist for Chapter 3 | |
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| The Signs of Good Coaching | |
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| Body Language | |
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| "Speaking" Body Language | |
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| The Elements of a Good Coaching Session | |
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| The Coach's Checklist for Chapter 4 | |
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| Asking Good Questions | |
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| Why Ask Questions? | |
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| The Qualities of Effective Coaching Questions | |
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| Seven Major Types of Questions | |
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| Three Techniques for Asking Questions | |
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| The Coach's Checklist for Chapter 5 | |
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| Powerful Listening | |
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| Three Levels of Listening | |
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| Seven Keys to Effective Listening | |
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| Moving Beyond Listening | |
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| The Coach's Checklist for Chapter 6 | |
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| Creating Solutions Through Coaching | |
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| Six Steps to Effective Problem Solving | |
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| Solution-Focused Coaching | |
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| Degrees of Difficulty | |
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| The Coach's Checklist for Chapter 7 | |
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| The Coach as Trainer | |
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| Guidelines for the Coach as Trainer | |
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| Before, During, and After Training | |
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| What Kind of Trainer Are You? | |
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| Four Stages of Learning | |
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| The Learner's Point of View | |
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| An Ideal Training Session | |
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| How Will You Know If It Worked? | |
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| The Coach's Checklist for Chapter 8 | |
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| The Coach as Mentor | |
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| Types of Mentoring | |
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| Effective Mentoring | |
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| Mentoring to Define the Work | |
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| Mentoring to Motivate | |
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| Respecting the Boundaries of Mentoring | |
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| The Coach's Checklist for Chapter 9 | |
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| The Coach as Corrector | |
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| Make It an Encounter, Not a Confrontation | |
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| Positive Specific Action | |
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| Define Consequences Clearly | |
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| Build on the Possible | |
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| Look to the Future | |
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| Performance Killers | |
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| The Coach's Checklist for Chapter 10 | |
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| Coaching Trouble Spots | |
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| Lack of Authentic Purpose | |
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| Anxiety (Yours) | |
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| Fear/Distrust (Theirs) | |
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| Resistance to Change | |
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| Lack of Coaching Skills | |
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| Language Barriers | |
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| Coaching Obstacles | |
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| The Coach's Checklist for Chapter 11 | |
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| Steps to Effective Coaching | |
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| Build Rapport | |
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| Identify the Issue or Goal | |
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| Create Vision | |
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| Brainstorm Approaches | |
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| Establish an Action Plan | |
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| Commitment and Accountability | |
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| Acknowledgment | |
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| Follow-Up | |
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| The Coach's Checklist for Chapter 12 | |
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| Once More, with Feedback | |
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| Elements of Effective Feedback | |
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| Before You Deliver Feedback | |
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| Delivering Bad News | |
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| Feedback on Your Feedback | |
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| The Coach's Checklist for Chapter 13 | |
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| Coaching and Rewards | |
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| Tangible Rewards | |
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| Symbolic Rewards | |
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| Intangible Rewards | |
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| Rules of Rewarding | |
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| The Coach as a Cheerleader | |
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| The Coach's Checklist for Chapter 14 | |
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| Principles of Good Coaching (and Good Living) | |
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| The Principle of Getting Started | |
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| The Illusion of Control | |
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| The Principle of Decisions | |
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| The Principle of Change | |
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| The Principle of Time | |
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| The Principle of Questions | |
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| The Principle of Mistakes | |
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| The Principle of Anger | |
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| The Illusion of Objectivity | |
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| The Principle of the Big Picture | |
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| The Principle of Fear | |
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| The Principle of Role Modeling | |
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| The Principle of Life | |
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| The Coach's Checklist for Chapter 15 | |
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| Index | |