Coaching and Mentoring for Dummies

ISBN-10: 0764552236

ISBN-13: 9780764552236

Edition: 2000

Authors: Marty Brounstein

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This guide includes advice on moving from a traditional manager to an effective business coach. It helps readers to discover the different environment that coaching a staff can create, with tips on learning to be a coach instead of a doer.
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Book details

List price: $19.99
Copyright year: 2000
Publisher: John Wiley & Sons, Incorporated
Publication date: 5/15/2000
Binding: Paperback
Pages: 356
Size: 7.25" wide x 9.25" long x 1.00" tall
Weight: 1.342
Language: English

Marty Brounstein, is an author, speaker, and management consultant who specializes in practical applications of coaching techniques.

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