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基本説明
Presents a developmental coaching methodology that managers can use to help skilled and competent employees excel to even higher levels.
Full Description
While most coaching books focus on performance problems, The Coaching Manager presents a developmental coaching methodology that managers can use to help skilled and competent employees excel to even higher levels, experience greater engagement with their organizations, and at the same time promote their personal development. It is based on the experience of practising managers, drawing on research, teaching and consulting contacts with over 4000 leaders from all business disciplines who use coaching in their work. Clearly written, without jargon, specific coaching techniques are illustrated through the use of short case studies and self-assessment exercises that will help the reader learn to apply the principles of The Coaching Manager quickly.The Second Edition has been updated with new ideas and cases that will show how developmental coaching can be integrated with all phases of the talent management process.
Contents
PrefaceAcknowledgments1. Introduction: The Coaching ManagerCoaching Can Help, for Employees Who Want to LearnCoaching Is Good for YouWhy Don't More Managers Coach?Coaching and LearningThe Coaching Manager and Emotional Intelligence (EQ)Coaching Isn't the Same as MentoringWhy Think About Becoming a Coaching Manager?Your Approach to Coaching Determines the Outcome of Your Effort2. An Overview of Developmental CoachingDevelopmental Coaching: An ExampleA Simple Model of Developmental CoachingAs You Experiment With Coaching3. Defining Success as a Coaching ManagerCoaching Managers Focus on Running a BusinessNot Just Results, but Process: How the Work Gets DoneWhat Should the Coaching Manager Pay Attention To? CompetencyIf Your Company has a Competency ModelIf Your Company Does Not Have a Useful Competency ModelCoaching and SelectionSummary4. Creating a Coaching-Friendly ContextCase 4.1: Financial Co.-A Learning Context?The Values and Practices of the Coaching-Friendly ContextThe Coaching-Friendly Context and the High-Performance OrganizationCreating a Coaching-Friendly Context in Your Business UnitCase 4.2: Fred, the CoachProtecting a Coaching-Friendly Context Over TimeThe Future of the Coaching-Friendly Context5. The Development of a Coaching Manager and the "Coaching Mind-set"The NaturalsThe Manager Who Learns to CoachCan Anyone Learn to Coach?The Coaching Mind-Set: An Attitude of HelpfulnessThe Coaching Manager6. The "Coachable" LearnerThe Question of "Coachability"Case 6.1: The Reluctant Coachee?What do Employees Want From Their Managers?Hallmarks of the Coachable LearnerThe Problem of Impression ManagementBarriers to Coaching: What Does an Apparent Lack of Coachability Look Like?Coachability: Treat Each Employee as an Individual7. Stopping the Action and Starting a Coaching DialogueCase 7.1: George, the Struggling Team LeaderSeizing a Coaching Opportunity With a Coaching Mind-SetBeing Vigilant for Learning OpportunitiesAssessing the Importance of the OpportunityIs the Timing Right?Establish or Reestablish RapportAsk Reflective Questions, Listen for UnderstandingOn Learning to Ask Useful QuestionsHelp the Employee Define and Take Ownership of the Real IssueFollow-Up: Ask the Employee About Useful Next StepsPractice Cases: Stopping the Action and Starting the DialogueCase 7.2: Is John Headed for Burnout?Case 7.3: Sara, the Frustrated SuperstarStopping Time and the Coaching Dialogue8. The Coaching MirrorWhy Are Performance Data, Even Observational Data, Suspect?The Real Problem: Our Tendency to Draw Inferences From Selected DataError and Expectations: What You See Is What You GetGetting the Most From Direct Observation and Other Approaches to Gathering Performance DataThe Coachee's RoleThe Coaching Manager as Observer: Promoting Learning and Performance, From the Sidelines9. Provinding Balanced and Helpful FeedbackThe Benefits of FeedbackThe Problem With FeedbackMaking Feedback Useful - A SummaryThe Basics of Providing Balanced FeedbackThe Emotional Impact of FeedbackMaximizing the Value of That Imperfect Instrument, FeedbackYour Development as a Provider of Feedback10. What Does It All Mean? Collaboratively Interpreting Learning NeedsCase 10.1: What's Going On With Jack?Do You Need to Know Why?The Coaching DialogueRoot CausesIndividual FactorsCultural FactorsTeam and Organizational FactorsThe Importance of "Getting It Right" When Interpreting Performance11. Goal Setting and Follow-Up: Making Change HappenPlanned DevelopmentSetting GoalsHow People ChangeUnfreezingChangeRefreezingBuilding Commitment for Learning and ChangeConclusions: Goal Setting and Follow-Up12. Coaching and Career DevelopmentAn Overview of Career Development in the Modern OrganizationKnowing What You WantChoosing Learning GoalsWho You Know Does Count: Networks, Supporters, and BlockersUsing Developmental Coaching to Address Career Concerns and Promote Career DevelopmentCoaching for Career DevelopmentCase 12.1: The Good Employee Who Has Become Bored With Her JobCase 12.2: The Employee Who Wants to Move Up (Too Fast!)Case 12.3: The Employee With Work and Family ConcernsConclusions: Developmental Coaching and Career Development13. Developmental Coaching and Performance ProblemsCauses of Performance ProblemsPoor Managers and Poorly Communicated ExpectationsThe Wrong Person in the Wrong JobThe Right Person in the Wrong SituationPersonal ProblemsCase 13.1(a): What the Manager SeesCase 13.1(b): What the Manager HearsCase 13.1(c): What the Manager Never KnewCharacterTeam ProblemsOrganizational ChangeAddressing Performance Problems: Some Coaching Guidelines14. Using Coaching to Leverage the Investment in the ClassroomThe Nature of the ProblemTransfer of LearningCase 14.1: The Wrong Executive Education Experience at the Wrong TimeCase 14.2: Leadership Education That HelpedCase 14.3: The Challenge of Becoming More StrategicMaking the Most of Classroom LearningDefining the Learning GoalChoosing the Right ProgramFollowing UpThe Classroom and the Coaching ManagerEpilogue: The Coaching ManagerTechnology and CoachingChanging DemographicsCoaching in Tough TimesThe Relationship With the Coaching Manager Is the KeyA Final Word for Our Coaches, Old and NewAppendixReferencesIndexAbout the Authors
