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| Introduction | |
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| About This Book | |
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| Conventions Used in This Book | |
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| Foolish Assumptions | |
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| How This Book Is Organized | |
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| Icons Used in This Book | |
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| Where to Go from Here | |
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| Building Employee Commitment through Coaching | |
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| Get Off the Bench and Be the Coach! | |
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| Getting the Lowdown on Business Coaching | |
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| Sneaking a quick look at the tools of coaching | |
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| Fine, but do I really need to be a coach? | |
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| Managing as a Coach versus as a Doer | |
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| Planning | |
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| Goal setting | |
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| Giving performance feedback | |
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| Dealing with performance issues | |
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| Delegating | |
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| Mentoring and developing staff | |
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| I'm a Doer, You're a Doer--So Many Managers Are Doers | |
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| Laying a Foundation that Builds Commitment | |
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| Tuning In to Personal versus Positional Influence | |
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| Managing by positional influence | |
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| Managing by personal influence | |
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| Seeking Commitment versus Compliance in Today's Workforce | |
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| Managing as a Tone Setter | |
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| The Collaborative and Assertive Nature of Coaching | |
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| Engage in two-way conversations | |
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| Assert yourself | |
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| Hold the pickles, onions, and aggressiveness! | |
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| Don't be passive | |
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| The Five Pillars for Building Commitment | |
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| Looking at an example | |
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| Analyzing the manager's coaching efforts | |
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| Analyzing the manager's efforts to affect his employee's level of commitment | |
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| Ascertaining how to handle corrections for this project | |
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| Coaching and Managing Diversity | |
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| Finding Out What Diversity Is All About | |
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| Defining diversity | |
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| Putting differences aside | |
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| Assumptions: The Ingredient to Leave Out | |
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| Assumption one: Stereotyping | |
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| Assumption two: Setting low expectations | |
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| Assumption three: Believing that differences are negative | |
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| Assumption four: Equating sameness with equality | |
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| Focusing on Performance and Behaviors--Not on Assumptions | |
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| Emphasizing performance | |
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| Stamping out insensitive behavior | |
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| Finding the Time to Stay Connected | |
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| Coaches versus Doers: Views on Using Time | |
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| Time and the doer | |
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| Time and the coach | |
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| Two Techniques--MBWA and MBPA--for Building Connections | |
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| Management by walking around | |
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| Management by phoning around | |
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| Being friendly versus being a friend | |
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| Let's Do Lunch | |
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| One-on-One Meetings | |
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| Organizing a one-on-one meeting | |
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| Looking at some examples | |
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| Performance Coaching for Results | |
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| Giving Constructive Feedback, Not Praise and Criticism | |
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| Using Constructive Feedback versus Praise and Criticism | |
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| Giving Constructive Feedback: A Step-by-Step Guide | |
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| Content | |
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| Manner | |
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| Timing | |
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| Frequency | |
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| Significant-events list | |
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| The Discussion after Giving Feedback | |
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| Keeping a positive outcome in mind | |
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| Dealing with defensive reactions | |
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| Impacting the Pillars of Commitment with a Regular Dose of Feedback | |
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| Setting Performance Plans the SMART Way | |
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| Mixing the Key Ingredients in Performance Plans | |
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| Writing SMART Performance Plans | |
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| Sampling some SMART performance plans | |
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| Encompassing total performance | |
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| Mutually Setting Performance Plans | |
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| Helping Build the Pillars of Commitment with a Good Dose of SMART Performance Plans | |
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| Taking the Blues Out of Reviews | |
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| Ending the Anxiety of Reviews | |
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| Processing the process of reviews | |
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| Knowing why anxiety attacks occur | |
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| Staying on Top of Old Smoky with Status-Review Meetings | |
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| Running a status-review meeting | |
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| Realizing the benefits of the status-review meeting | |
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| Going to the "Doctor" for a Checkup | |
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| Managing a checkup meeting | |
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| Understanding the benefits of the checkup | |
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| Doing a Postmortem--Or How Did the Surgery Go? | |
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| "Operating" a postmortem meeting | |
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| Adding up the benefits of the postmortem | |
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| Building the Pillars of Commitment Block by Block | |
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| The Fine Art of Mentoring and Tutoring | |
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| The Do's and Don'ts of Mentoring and Tutoring | |
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| Helping Your Staff Fish for Themselves | |
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| Understand the Ways Not to Mentor and Tutor | |
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| Using the Two Tools of Mentoring and Tutoring | |
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| Sharing: The first set of tools | |
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| Challenging: The other set of tools | |
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| Impacting the Pillars of Commitment | |
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| Don't Tell, but Do Ask: Tutoring with Questions | |
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| When and When Not to Plug in the Questioning Tool | |
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| When questions don't work | |
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| When questions work | |
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| To Be or Not to Be? How to Ask Tutoring Questions | |
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| Facilitate and Listen (Don't Dominate or Vacillate) | |
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| Seek positive outcomes | |
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| Go in a logical flow | |
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| Tune in and listen | |
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| Handling Challenging Bumps along the Road | |
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| The "I-don't-know" employee | |
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| When you don't like their ideas | |
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| The Case of Tutoring with Questions | |
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| Impacting the Pillars of Commitment | |
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| Taking Them under Your Wing | |
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| Flying in the Right Direction by Taking Employees Under Your Wing | |
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| Starting with some reflection | |
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| Knowing where you can plant seeds that grow | |
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| Putting wing-taking into action | |
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| Using the Buddy System Now and Then | |
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| Staying inside--using internal resources | |
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| Opening the door and letting the outsiders in | |
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| Getting your money's worth out of wing assistants | |
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| Wing-Taking Isn't for Pluggers | |
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| What's a plugger? | |
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| Getting the best out of your pluggers | |
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| Wing-Taking and the Pillars of Commitment | |
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| Motivating and Empowering Your Staff | |
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| Motivation--Not Inspiration or Perspiration | |
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| Calling for Action: Understanding Motivation | |
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| The beatings will stop when morale goes up | |
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| Forsake intimidation, go for positive ways of motivation | |
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| Show Me the Money: Pay as Dynamo or Dynamite | |
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| All in favor, say "Aye"; all opposed, say "Nay" | |
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| A few pennies for my thoughts | |
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| Some incentives for incentives | |
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| Accentuating What Motivates and Eliminating What Demotivates | |
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| Understanding Yourself as a Manager | |
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| Seven Practical Strategies to Motivate Employees | |
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| Understanding the Magnificent Seven | |
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| Don't make them say "cheese!" | |
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| Reward the right behaviors | |
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| Keep your rewards short-term | |
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| Remember that one size doesn't fit all | |
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| Tap into your employee's passions about work | |
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| Walk the walk, talk the talk | |
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| Match business needs to employee needs | |
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| Shaking Those Pillars of Commitment | |
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| Don't Try To Do It All Yourself--Delegate | |
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| Delegating 101 | |
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| Gaining a definition of delegating | |
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| Understanding delegating perils and pitfalls | |
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| Knowing What to Delegate | |
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| Matching Employees to Tasks | |
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| Putting the Delegating Tool Into Action | |
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| Handling Employee Resistance | |
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| Using Delegating to Build the Pillars of Commitment | |
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| Grooming and Growing Your Employees | |
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| Knowing When--and How--to Train | |
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| Come One, Come All: Time For Training | |
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| Knowing when to train | |
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| Recognizing what to teach | |
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| Preparing Before You Teach | |
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| Creating a lesson plan | |
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| Going easy, step by step | |
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| Keeping Your Class Involved | |
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| Shaping active learners | |
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| Adopting a few tips for delivery | |
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| Using Others for Instruction | |
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| Using reinforcements | |
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| Bringing the outside resources in | |
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| Help, help, is just around the corner | |
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| Impacting the Pillars of Commitment through Training | |
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| Building Career Self-Reliance | |
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| Coaching for Career Growth | |
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| Explaining the message | |
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| Counteracting resistance | |
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| Focusing on Preparation | |
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| Starting the discussion | |
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| Professing to have professionals | |
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| Sharpening skills | |
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| Onward Ho | |
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| Influencing the Pillars of Committment | |
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| Making the Plan: Coaching For Development | |
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| Defining Development | |
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| Following the Yellow Brick Road when Developing for Growth | |
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| A process to follow down the road | |
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| Don't promote promotions in your development efforts | |
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| Some construction work: Building the plan | |
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| Oh No, A Personnel Problem: Coaching to Improve | |
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| It's in the approach | |
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| Set, hike, tackling the problem | |
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| Dealing with difficult obstacles in getting improvement | |
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| When the exit door is needed | |
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| Building on the Pillars of Commitment | |
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| The Part of Tens | |
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| Ten Coaching Myths | |
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| You Can't Afford the Time to Coach | |
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| Coaching Is Only about Being Nice to Employees | |
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| Without Any Good Role Models, Coaching Won't Work | |
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| Coaching Means Seeking Consensus on Every Decision You Make | |
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| If You Hire Good People, Coaching Isn't Really Necessary | |
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| Employees Have to Ask for Coaching in Order to Be Receptive to It | |
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| Coaching Collaboratively Doesn't Work When You Have a Disagreement | |
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| You Can Be An Effective Coach Even If You Lack Technical Competence in the Area You Manage | |
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| Coaching Involves Being Direct--People Don't Like That | |
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| You Have to Be a Psychologist to Coach Employees | |
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| Ten Skills That Strengthen Your Foundation for Coaching | |
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| Active Listening | |
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| Assertive Speaking | |
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| Time Management | |
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| Meeting Management and Facilitation | |
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| Change Management | |
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| Team Development | |
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| Problem Solving | |
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| Conflict Resolution | |
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| Project Management | |
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| Leadership | |
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| Ten Management Behaviors to Avoid | |
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| Talking too Much, Listening too Little | |
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| Being Hands-Off In Your Style | |
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| Hovering Around too Much | |
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| Not Following Through and Following Up | |
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| Focusing on Methods Rather Than Results | |
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| Managing Everyone the Same Way | |
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| Failing to Get to Know Your Employees Or Becoming Their Friends | |
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| Attending to Tasks Rather Than Goals | |
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| Failing to Bring Issues to Closure | |
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| Desiring to Do It All | |
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| Ten (er, 50) Ways to Build Commitment through Coaching | |
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| Impacting the Focus Pillar of Commitment | |
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| Impacting the Involvement Pillar of Commitment | |
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| Impacting the Development Pillar of Commitment | |
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| Impacting the Gratitude Pillar of Commitment | |
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| Impacting the Pillar of Accountability | |
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| Index | |
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| Book Reqistration Information | |