Coaching Manager Developing Top Talent in Business

ISBN-10: 1412977762
ISBN-13: 9781412977760
Edition: 2nd 2011
List price: $72.00
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Book details

List price: $72.00
Edition: 2nd
Copyright year: 2011
Publisher: SAGE Publications, Incorporated
Publication date: 5/6/2010
Binding: Paperback
Pages: 328
Size: 6.00" wide x 8.75" long x 0.75" tall
Weight: 1.166
Language: English

Preface
Acknowledgments
Introduction: The Coaching Manager
Coaching Can Help, for Employees Who Want to Learn
Coaching Is Good for You
Why Don't More Managers Coach?
Coaching and Learning
The Coaching Manager and Emotional Intelligence (EQ)
Coaching Isn't the Same as Mentoring
Why Think About Becoming a Coaching Manager?
Your Approach to Coaching Determines the Outcome of Your Effort
An Overview of Developmental Coaching
Developmental Coaching: An Example
A Simple Model of Developmental Coaching
As You Experiment With Coaching
Defining Success as a Coaching Manager
Coaching Managers Focus on Running a Business
Not Just Results, but Process: How the Work Gets Done
What Should the Coaching Manager Pay Attention To? Competency
If Your Company has a Competency Model
If Your Company Does Not Have a Useful Competency Model
Coaching and Selection
Summary
Creating a Coaching-Friendly Context
Financial Co.-A Learning Context?
The Values and Practices of the Coaching-Friendly Context
The Coaching-Friendly Context and the High-Performance Organization
Creating a Coaching-Friendly Context in Your Business Unit
Fred, the Coach
Protecting a Coaching-Friendly Context Over Time
The Future of the Coaching-Friendly Context
The Development of a Coaching Manager and the "Coaching Mind-set"
The Naturals
The Manager Who Learns to Coach
Can Anyone Learn to Coach?
The Coaching Mind-Set: An Attitude of Helpfulness
The Coaching Manager
The "Coachable" Learner
The Question of "Coachability"
The Reluctant Coachee?
What do Employees Want From Their Managers?
Hallmarks of the Coachable Learner
The Problem of Impression Management
Barriers to Coaching: What Does an Apparent Lack of Coachability Look Like?
Coachability: Treat Each Employee as an Individual
Stopping the Action and Starting a Coaching Dialogue
George, the Struggling Team Leader
Seizing a Coaching Opportunity With a Coaching Mind-Set
Being Vigilant for Learning Opportunities
Assessing the Importance of the Opportunity
Is the Timing Right?
Establish or Reestablish Rapport
Ask Reflective Questions, Listen for Understanding
On Learning to Ask Useful Questions
Help the Employee Define and Take Ownership of the Real Issue
Follow-Up: Ask the Employee About Useful Next Steps
Practice Cases: Stopping the Action and Starting the Dialogue
Is John Headed for Burnout?
Sara, the Frustrated Superstar
Stopping Time and the Coaching Dialogue
The Coaching Mirror
Why Are Performance Data, Even Observational Data, Suspect?
The Real Problem: Our Tendency to Draw Inferences From Selected Data
Error and Expectations: What You See Is What You Get
Getting the Most From Direct Observation and Other Approaches to Gathering Performance Data
The Coachee's Role
The Coaching Manager as Observer: Promoting Learning and Performance, From the Sidelines
Provinding Balanced and Helpful Feedback
The Benefits of Feedback
The Problem With Feedback
Making Feedback Useful - A Summary
The Basics of Providing Balanced Feedback
The Emotional Impact of Feedback
Maximizing the Value of That Imperfect Instrument, Feedback
Your Development as a Provider of Feedback
What Does It All Mean? Collaboratively Interpreting Learning Needs
What's Going On With Jack?
Do You Need to Know Why?
The Coaching Dialogue
Root Causes
Individual Factors
Cultural Factors
Team and Organizational Factors
The Importance of "Getting It Right" When Interpreting Performance
Goal Setting and Follow-Up: Making Change Happen
Planned Development
Setting Goals
How People Change
Unfreezing
Change
Refreezing
Building Commitment for Learning and Change
Conclusions: Goal Setting and Follow-Up
Coaching and Career Development
An Overview of Career Development in the Modern Organization
Knowing What You Want
Choosing Learning Goals
Who You Know Does Count: Networks, Supporters, and Blockers
Using Developmental Coaching to Address Career Concerns and Promote Career Development
Coaching for Career Development
The Good Employee Who Has Become Bored With Her Job
The Employee Who Wants to Move Up (Too Fast!)
The Employee With Work and Family Concerns
Conclusions: Developmental Coaching and Career Development
Developmental Coaching and Performance Problems
Causes of Performance Problems
Poor Managers and Poorly Communicated Expectations
The Wrong Person in the Wrong Job
The Right Person in the Wrong Situation
Personal Problems
What the Manager Sees
What the Manager Hears
What the Manager Never Knew
Character
Team Problems
Organizational Change
Addressing Performance Problems: Some Coaching Guidelines
Using Coaching to Leverage the Investment in the Classroom
The Nature of the Problem
Transfer of Learning
The Wrong Executive Education Experience at the Wrong Time
Leadership Education That Helped
The Challenge of Becoming More Strategic
Making the Most of Classroom Learning
Defining the Learning Goal
Choosing the Right Program
Following Up
The Classroom and the Coaching Manager
Epilogue: The Coaching Manager
Technology and Coaching
Changing Demographics
Coaching in Tough Times
The Relationship With the Coaching Manager Is the Key
A Final Word for Our Coaches, Old and New
Appendix
References
Index
About the Authors

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