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| The Coaching Organization? | |
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| Should Leaders Develop an Internal Coaching Capability in Their Organizations? | |
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| An Organizational-Level View of Coaching | |
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| Learning From an Executive Coaching Intervention | |
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| The Coaching Organization | |
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| An Organizational Coaching Capability | |
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| A Coaching Capability "Infrastructure" | |
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| An Overview of Developmental Coaching | |
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| The Goals of Developmental Coaching | |
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| The "Anti-Coach" | |
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| Everything Is Changing | |
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| One Too Many Resumes | |
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| Developmental Coaching and Other Forms of Coaching and Counseling | |
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| Formal and Informal Coaching | |
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| The Core Elements of Developmental Coaching | |
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| A Goal-Directed, Willing, Effective Coachee | |
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| A Developmental Coach | |
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| A Coaching-Friendly Context | |
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| A Learning Opportunity | |
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| A Coaching Relationship | |
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| The Coaching Dialogue | |
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| Feedback | |
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| An Opportunity to Keep Learning | |
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| The Coaching Organization Assessment | |
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| Organizational Assessment 3.1: The Coaching Organization Assessment | |
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| The Cultural Context | |
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| The Business Context | |
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| The Human Resource Management Context | |
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| Organizational Experiences With Coaching | |
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| The Coaching-Friendly Organization | |
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| A Strategic Approach to Coaching | |
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| The Need for a Coaching Strategy | |
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| Outcomes That Support a Growing Coaching Capability | |
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| Was That Really Coaching? | |
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| I Couldn't Believe What I Was Able to Accomplish! | |
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| A Comprehensive Assessment of a Coaching Initiative | |
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| Driving Strategic Transformation Through Executive Coaching at Whirlpool | |
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| Coaching and Leadership Development Challenges | |
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| Leading the Whirlpool Enterprise: The Leadership Model | |
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| The Context for Coaching at Whirlpool | |
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| The Management of Coaching in LWE | |
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| Coaching Practices in LWE | |
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| The Experience of Coaching in LWE | |
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| Lessons Learned at Whirlpool | |
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| Building and Leading a Coaching Capacity | |
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| The Need for Leadership | |
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| The Organizational Evolution of a Coaching Capability | |
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| Why on Faith Alone? | |
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| The Rise and Role of the Coaching Practice Manager | |
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| The Management of Executive Coaching at Omgeo | |
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| Managing the Coaching Capability | |
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| Closing Thoughts on the Management of the Coaching Capability | |
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| The Internal Coaching Capability | |
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| What We Mean by "Expert" Internal Coaches | |
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| Why Expert Internal Coaching? | |
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| Sam the Coach | |
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| The Management Effectiveness Business Partner | |
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| Critical Issues in Building an Effective Internal Coaching Capability | |
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| The Results: Do Well-Run Internal Coaching Programs Yield Different Outcomes? | |
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| The ELP Internal Coaching Program at Wachovia Corporation | |
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| The Wachovia Executive Leadership Program | |
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| The Decision to Build an Internal Coaching Capability | |
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| Program Design Elements | |
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| The Internal Coaches | |
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| Training and Support for the Internal Coaching Cadre | |
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| Ongoing Support and Development of ELP Coaches | |
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| Comments on Being an Internal Coach From HR | |
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| Evaluation of the Program | |
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| Building a Coaching Manager Capability | |
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| Can Managers Coach Developmentally? | |
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| The Major Differences | |
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| The Competencies of the Coaching Manager | |
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| Communications | |
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| Accessibility | |
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| Listening | |
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| Creates a Trusting Environment | |
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| The Perfect Manager? | |
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| The Organizational Context and the Management of Role Conflicts | |
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| Organizational Readiness | |
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| The Coaching Manager in Nursing | |
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| Children's Hospital Boston and the Department of Nursing | |
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| A More Realistic View of Nursing Leadership | |
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| Building Leadership Through Coaching: The Coaching Initiative | |
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| Nurses' Evaluation of the Coaching-Skills-Training Components | |
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| Customizing the Coaching-Skills Training | |
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| Some Additional Lessons | |
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| Conclusion | |
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| Peer Coaching at Citizen's Financial Group (CFG) | |
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| The Advanced Leadership Development Program at Citizens | |
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| The Value Proposition for a Successful Peer Feedback System | |
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| The Formula for a Successful Peer Coaching Initiative | |
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| Peer Coaching as a Follow-up Intervention to Executive Education | |
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| Feedback Is Not Always Easy, Even From a Peer | |
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| Concluding Remarks: The Frontiers of the Coaching Organization | |
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| References | |
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| The Competencies of the Expert Executive Coach | |
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| The Coaching Manager Self-Assessment | |
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| About the Authors | |
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| About the Contributors | |