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Full Description
Performance Coaching offers a guide to the fundamentals of coaching with an overview of all the key principles, tools and case studies you need to develop more advanced knowledge. Whether you're thinking about becoming a coach, already running a professional coaching practice or thinking about how you can embed a coaching culture in your organization, Carol Wilson illustrates how to develop a best practice approach. Using practical tools throughout and with international case studies to illustrate the various cultural challenges coaches and managers can face, Performance Coaching is a complete resource for developing coaching in any organization. This new edition of Performance Coaching has been completely updated to offer a greater focus on building a coaching culture in organizations and the challenges that leaders face in understanding and developing a coaching approach.
Contents
Section - ONEChapter - 01: What is coaching?;Chapter - 02: The differences between coaching, therapy, counselling, mentoring and consultancy;Chapter - 03: The directive-non-directive continuum;Chapter - 04: Self-limiting beliefs;Chapter - 05: Coaching and neuroscience;Section - TWO: Creating a coaching culture in organizations;Chapter - 06: The meaning of a coaching culture;Chapter - 07: Ten steps to creating a coaching culture;Chapter - 08: Coaching in the workplace;Chapter - 09: Coach training in the workplace;Chapter - 10: Coaching in leadership;Chapter - 11: Cross-cultural coaching;Chapter - 12: Coaching in schools;Chapter - 13: Coaching for Crisis at Christmas;Chapter - 14: Corporate social responsibility and shared value: bringing business and society back together;Chapter - 15: Bullying in the workplace;Chapter - 16: Resilience in leadership;Chapter - 17: Coaching supervision: a workplace perspective;Chapter - 18: ROI: Measuring the return on investment in coaching;Section - THREE: Skills for coaches and managers;Chapter - 19: Listening;Chapter - 20: Reflecting, summarizing and clarifying;Chapter - 21: Questioning;Chapter - 22: Permission protocol;Chapter - 23: The GROW coaching model;Chapter - 24: The EXACT model: a coaching approach to goal setting;Chapter - 25: Coaching feedback;Chapter - 26: The structure of coaching;Chapter - 27: Setting and reviewing actions;Section - FOUR: Tools of the trade: continuing professional development;Chapter - 28: David Grove's Clean Language;Chapter - 29: David Grove's Emergent Knowledge;Chapter - 30: Transpersonal Coaching;Chapter - 31: An introduction to neuro-linguistic programming;Chapter - 32: Systemic Coaching;Chapter - 33: Transactional Analysis and the OK Corral;Chapter - 34: 360-degree feedback;Chapter - 35: The Reuven Bar-On Emotional Quotient inventory (BarOn EQ-i);Chapter - 36: Thomas-Kilmann Conflict Mode Instrument;Chapter - 37: Marshall Rosenberg's 'Non-Violent Communication';Chapter - 38: Situational Leadership;Chapter - 39: Kouzes and Posner: The Leadership Challenge;Chapter - 40: Cultural Transformation Tools;Chapter - 41: The Inner Game;Chapter - 42: Nancy Kline's Thinking Environment;Chapter - 43: Appreciative Inquiry;Chapter - 44: Mindfulness;Chapter - 45: Elizabeth Kubler Ross's Change Curve six stage model;Chapter - 46: Bruce Tuckman's 'forming, storming, norming and performing' team development model;Chapter - 47: The Myers-Briggs Type Indicator (MBTI (R));Chapter - 48: The Enneagram;Chapter - 49: Kolb's learning styles;Chapter - 50: DISC;Chapter - 51: Johari Window;Chapter - 52: More team role models
