The Coaching Manager: Developing Top Talent in Business
Autor James M. Hunt, Joseph R. Weintrauben Limba Engleză Hardback – 4 iul 2002
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Specificații
ISBN-13: 9780761924180
ISBN-10: 0761924183
Pagini: 272
Dimensiuni: 152 x 229 x 20 mm
Greutate: 0.49 kg
Ediția:1
Editura: SAGE Publications
Colecția Sage Publications, Inc
Locul publicării:Thousand Oaks, United States
ISBN-10: 0761924183
Pagini: 272
Dimensiuni: 152 x 229 x 20 mm
Greutate: 0.49 kg
Ediția:1
Editura: SAGE Publications
Colecția Sage Publications, Inc
Locul publicării:Thousand Oaks, United States
Recenzii
"Managers and entrepreneurs alike will find The Coaching Manager to be of immense value in learning to coach as well as creating a coaching-friendly environment. Hunt and Weintraub give us an approach to coaching that managers can start using immediately. This book belongs on every manager’s bookshelf."
"THE COACHING MANAGER provides real-world strategies for developing people in any organization. Hunt and Weintraub bring together a new model of coaching along with a solid understanding of how business works. A must read for leaders at all levels."
"Hunt and Weintraub impart solid insight and advice for developing leadership talent and inspiring performance through an innovative coaching model. The depth of their research and experience with thousands of managers is relevant to any business leader interested in aligning talent with their organization. I have participated in their leadership coach training program and recommend it to all leaders who value, support, and encourage their most precious assets, the employees..."
"A rich, wonderful resource for all managers wanting to develop the potential of their people. In this one volume, you’ll find all the guidance, tools, and examples needed to become a master coach. In a world where the capacity to coach is no longer nice-to-have but a necessity-to-know, this is the book to buy."
"The book covers the need for coaching, the best way to approach certain employees who might not seem coachable, how a manager can improve his own coaching skills, and much more"
"THE COACHING MANAGER provides real-world strategies for developing people in any organization. Hunt and Weintraub bring together a new model of coaching along with a solid understanding of how business works. A must read for leaders at all levels."
"Hunt and Weintraub impart solid insight and advice for developing leadership talent and inspiring performance through an innovative coaching model. The depth of their research and experience with thousands of managers is relevant to any business leader interested in aligning talent with their organization. I have participated in their leadership coach training program and recommend it to all leaders who value, support, and encourage their most precious assets, the employees..."
"A rich, wonderful resource for all managers wanting to develop the potential of their people. In this one volume, you’ll find all the guidance, tools, and examples needed to become a master coach. In a world where the capacity to coach is no longer nice-to-have but a necessity-to-know, this is the book to buy."
"The book covers the need for coaching, the best way to approach certain employees who might not seem coachable, how a manager can improve his own coaching skills, and much more"
Cuprins
Preface
1. Introduction - The Coaching Manager
Coaching Can Help, For Employees Who Want to Learn
Why Don't More Managers Coach?
Developmental Coaching
Coaching and Learning
The Coaching Manager and Emotional Intelligence
Coaching Isn't the Same as Mentoring
Coaching: Everybody Learns
2. An Overview of Developmental Coaching
Developmental Coaching: An Example
Why Such a Simple model?
A Coaching Friendly Context
A "Coaching Mindset" on the Part of the Coaching Manager
The Coach-able Learner
Making It Work: The Transition to Becoming a Coaching Manager
Stopping the Action and Starting the Dialogue: Creating Coaching Opportunities
The Coaching Mirror
Providing Balanced Feedback
Collaboratively Interpreting the Meaning of Performance Gaps
Setting a Goal for Change and Following-Up
As You Experiment with Coaching
3.: The Coaching Manager and the "Coaching Mindset"
Coaching Managers Focus on Running a Business
The Naturals
The Manager Who Learns to Coach
Can Anyone Learn to Coach?
The Coaching Mindset: An Over-riding Attitude of Helpfulness
The Coaching Manager
Self-Assessment 3.1Your Foundation for Learning to Coach
4. The "Coach-able" Learner
The Question of "Coach-Ability"
Case 4.1 - The reluctant coachee?
In General, People Do Want to Be Coached
Hallmarks of the "Coach-able" Learner
The Problem of Impression Management
Barriers to Coaching: What Does a Lack of Coach-ability Look Like?
Coach-ability: Treat Each Individual as an Individual
5. Creating a Coaching Friendly Context
Case 5.1 - Financial Co. A learning context?
The Coaching Friendly Context Defined
Coaching Friendly Context and the High Performance Organization
Creating the Coaching Friendly Context in Your Business Unit
Case 5.2 - Fred the Coach
Protecting a Coaching Friendly Context Over Time
6.: Stopping the Action and Starting a Coaching Dialogue
Case 6.1 - George, the Struggling Team Leader
Seizing a Coaching Opportunity with a Coaching Mindset
Stopping the Action and Starting the Dialogue: Practice Cases
Case 6.2 - Is John Headed for Burnout?
Case 6.3 - Samantha, The Frustrated Superstar
7. Focusing on What Is Important
Not Just Process, But Results
What Should Pay Attention To: Competency
If Your Company Has a Competency Model
If Your Company Does Not Have a Useful Competency Model
The Coaching Manager as Teacher
Strengths that area Used
Self-Assessment 7.1 - How Clear Are You and Your Direct Reports
8.: Observing What is Important, Effectively
Why is 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
The Coaches's Role
The Coaching Manager as Observer, Not Actor
Exercise 8.1 - Observation and Inference
9. Providing Balanced and Helpful Feedback
The Benefits of Feedback
The Problem with Feedback
Your Development as a Provider of Feedback
The Basics of Providing Balanced Feedback
The Emotional Impact of Feedback
Maximizing the Value of the Imperfect Instrument that is Feedback
10. What Does It All Mean? Collaboratively Interpreting What Needs to Change
Case 10.1 - What's going on with Jack?
Do You Need to Know Why?
The Coaching Dialogue
Root Causes
The Importance of Getting it Right When Interpreting Performance
11. Goal Setting and Follow-Up, Making Change Happen
Planned Development
Exercise 11.1 - Your Own Development Plan
Setting Goals
How People Change
Building Commitment for Learning and Change
Goal Setting and Follow-Up: Conclusions
Coach-ability: Treat Each Individual as an Individual
12. Coaching and Career Development
An Overview of Career Development in the Modern Organization
Personal Career Planning
Using Developmental Coaching to Address Career Issues
Coaching for Career Development, Some Examples
Case 12.1 - The Employee Who is Bored with his Job
Case 12.2 - The Employee Who Wants to Move Up (Too Fast!)
Case 12.3 - The Employee Who is Good at his Work but Hates It
Case 12.4 - The Employee with Work/Family Concerns
Developmental Coaching and Career Development: Conclusions
13. Developmental Coaching and "Performance Problems"
Causes of Performance Problems
Addressing Performance Problems: Some Coaching Guidelines
14. Using Coaching to Leverage the Investment in the Classroom
The Nature of the Problem
Transfer of Learning
Case 14.1 - The Wrong Executive Education Experience at the Wrong Time
Case 14.2 - Leadership Education that Helped
Case 14.3 - The Challenge of Becoming More Strategic
Making the Most of Classroom Learning
The Classroom and the Coaching Manager
Epilogue: Coaching and Organizations, a Final Word
Will Technology Help?
Can Coaching be Delegated?
The Relationship with the Coaching Manager is the Key
What Should Organizations Do?
A Final Word for Our Coaches, Old and New
References
Author Biographies
1. Introduction - The Coaching Manager
Coaching Can Help, For Employees Who Want to Learn
Why Don't More Managers Coach?
Developmental Coaching
Coaching and Learning
The Coaching Manager and Emotional Intelligence
Coaching Isn't the Same as Mentoring
Coaching: Everybody Learns
2. An Overview of Developmental Coaching
Developmental Coaching: An Example
Why Such a Simple model?
A Coaching Friendly Context
A "Coaching Mindset" on the Part of the Coaching Manager
The Coach-able Learner
Making It Work: The Transition to Becoming a Coaching Manager
Stopping the Action and Starting the Dialogue: Creating Coaching Opportunities
The Coaching Mirror
Providing Balanced Feedback
Collaboratively Interpreting the Meaning of Performance Gaps
Setting a Goal for Change and Following-Up
As You Experiment with Coaching
3.: The Coaching Manager and the "Coaching Mindset"
Coaching Managers Focus on Running a Business
The Naturals
The Manager Who Learns to Coach
Can Anyone Learn to Coach?
The Coaching Mindset: An Over-riding Attitude of Helpfulness
The Coaching Manager
Self-Assessment 3.1Your Foundation for Learning to Coach
4. The "Coach-able" Learner
The Question of "Coach-Ability"
Case 4.1 - The reluctant coachee?
In General, People Do Want to Be Coached
Hallmarks of the "Coach-able" Learner
The Problem of Impression Management
Barriers to Coaching: What Does a Lack of Coach-ability Look Like?
Coach-ability: Treat Each Individual as an Individual
5. Creating a Coaching Friendly Context
Case 5.1 - Financial Co. A learning context?
The Coaching Friendly Context Defined
Coaching Friendly Context and the High Performance Organization
Creating the Coaching Friendly Context in Your Business Unit
Case 5.2 - Fred the Coach
Protecting a Coaching Friendly Context Over Time
6.: Stopping the Action and Starting a Coaching Dialogue
Case 6.1 - George, the Struggling Team Leader
Seizing a Coaching Opportunity with a Coaching Mindset
Stopping the Action and Starting the Dialogue: Practice Cases
Case 6.2 - Is John Headed for Burnout?
Case 6.3 - Samantha, The Frustrated Superstar
7. Focusing on What Is Important
Not Just Process, But Results
What Should Pay Attention To: Competency
If Your Company Has a Competency Model
If Your Company Does Not Have a Useful Competency Model
The Coaching Manager as Teacher
Strengths that area Used
Self-Assessment 7.1 - How Clear Are You and Your Direct Reports
8.: Observing What is Important, Effectively
Why is 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
The Coaches's Role
The Coaching Manager as Observer, Not Actor
Exercise 8.1 - Observation and Inference
9. Providing Balanced and Helpful Feedback
The Benefits of Feedback
The Problem with Feedback
Your Development as a Provider of Feedback
The Basics of Providing Balanced Feedback
The Emotional Impact of Feedback
Maximizing the Value of the Imperfect Instrument that is Feedback
10. What Does It All Mean? Collaboratively Interpreting What Needs to Change
Case 10.1 - What's going on with Jack?
Do You Need to Know Why?
The Coaching Dialogue
Root Causes
The Importance of Getting it Right When Interpreting Performance
11. Goal Setting and Follow-Up, Making Change Happen
Planned Development
Exercise 11.1 - Your Own Development Plan
Setting Goals
How People Change
Building Commitment for Learning and Change
Goal Setting and Follow-Up: Conclusions
Coach-ability: Treat Each Individual as an Individual
12. Coaching and Career Development
An Overview of Career Development in the Modern Organization
Personal Career Planning
Using Developmental Coaching to Address Career Issues
Coaching for Career Development, Some Examples
Case 12.1 - The Employee Who is Bored with his Job
Case 12.2 - The Employee Who Wants to Move Up (Too Fast!)
Case 12.3 - The Employee Who is Good at his Work but Hates It
Case 12.4 - The Employee with Work/Family Concerns
Developmental Coaching and Career Development: Conclusions
13. Developmental Coaching and "Performance Problems"
Causes of Performance Problems
Addressing Performance Problems: Some Coaching Guidelines
14. Using Coaching to Leverage the Investment in the Classroom
The Nature of the Problem
Transfer of Learning
Case 14.1 - The Wrong Executive Education Experience at the Wrong Time
Case 14.2 - Leadership Education that Helped
Case 14.3 - The Challenge of Becoming More Strategic
Making the Most of Classroom Learning
The Classroom and the Coaching Manager
Epilogue: Coaching and Organizations, a Final Word
Will Technology Help?
Can Coaching be Delegated?
The Relationship with the Coaching Manager is the Key
What Should Organizations Do?
A Final Word for Our Coaches, Old and New
References
Author Biographies
Descriere
Practical and clearly written, this book introduces an easy-to-implement, developmental leadership coaching model based on the authors' extensive work with thousands of managers, executives and MBA students. The authors explain how to become an effective coaching manager and offer detailed guidance through numerous practical exercises and examples.