The Coaching Manager: Developing Top Talent in Business / Edition 2
  • The Coaching Manager: Developing Top Talent in Business / Edition 2
  • The Coaching Manager: Developing Top Talent in Business / Edition 2

The Coaching Manager: Developing Top Talent in Business / Edition 2

by James M. Hunt, Joseph R. Weintraub
     
 

ISBN-10: 1412977762

ISBN-13: 9781412977760

Pub. Date: 05/04/2010

Publisher: SAGE Publications

Unlike coaching books that focus on performance problems, The Coaching Manager Second Edition, presents a developmental coaching methodology that managers can use to guide employees to achieve higher levels of skill, experience greater engagement with organizations, and promote personal development. Clearly written, without jargon, specific coaching techniques are

…  See more details below

Overview

Unlike coaching books that focus on performance problems, The Coaching Manager Second Edition, presents a developmental coaching methodology that managers can use to guide employees to achieve higher levels of skill, experience greater engagement with organizations, and promote personal development. Clearly written, without jargon, specific coaching techniques are illustrated through short case studies and self-assessment exercises that help readers apply the principles in their own lives.

New and Hallmark Features of the Second Edition

New material and cases demonstrate how developmental coaching can be integrated with goal setting and selection to create an integrated talent management process that is appropriate at all levels of organizations.

Based on the experience of practicing managers, the text draws on research, teaching, and consulting contacts with more than 4,000 leaders who employ coaching in various business disciplines.

Real-world examples and mini-cases illuminate key points-almost like giving readers a "personal coach" throughout the book

Methods are presented for developing good employees and making them great, rather than spending time rehabilitating problem employees.

A coaching model solidly grounded in adult learning theory helps readers reflect on their strengths and weaknesses.

Read More

Product Details

ISBN-13:
9781412977760
Publisher:
SAGE Publications
Publication date:
05/04/2010
Edition description:
Second Edition
Pages:
304
Sales rank:
334,847
Product dimensions:
5.90(w) x 8.90(h) x 0.70(d)

Table of Contents

Preface xi

Acknowledgments xvii

1 Introduction: The Coaching Manager 1

Coaching Can Help, for Employees Who Want to Learn 3

Coaching Is Good for You 5

Why Don't More Managers Coach? 8

Coaching and Learning 10

The Coaching Manager and Emotional Intelligence (EQ) 11

Coaching Isn't the Same as Mentoring 13

Why Think About Becoming a Coaching Manager? 14

Your Approach to Coaching Determines the Outcome of Your Effort 16

2 An Overview of Developmental Coaching 19

Developmental Coaching: An Example 19

A Simple Model of Developmental Coaching 27

As You Experiment With Coaching 42

3 Defining Success as a Coaching Manager 45

Coaching Managers Focus on Running a Business 45

Not Just Results, but Process: How the Work Gets Done 48

What Should the Coaching Manager Pay Attention To? Competency 48

If Your Company Has a Competency Model 54

If Your Company Does Not Have a Useful Competency Model 57

Coaching and Selection 59

Summary 62

4 Creating a Coaching-Friendly Context 63

Case 4.1 Financial Co.-A Learning Context? 64

The Values and Practices of the Coaching-Friendly Context 67

The Coaching-Friendly Context and the High-Performance Organization 72

Creating a Coaching-Friendly Context in Your Business Unit 73

Case 4.2 Fred, the Coach 76

Protecting a Coaching-Friendly Context Over Time 80

The Future of the Coaching-Friendly Context 81

5 The Development of a Coaching Manager and the "Coaching Mind-Set" 83

The Naturals 84

The Manager Who Learns to Coach 85

Can Anyone Learn to Coach? 90

The Coaching Mind-Set: An Attitude of Helpfulness 91

The Coaching Manager 98

6 The "Coachable" Learner 101

The Question of "Coachability" 101

Case 6.1 The Reluctant Coachee? 102

What Do Employees Want From Their Managers? 105

Hallmarks of the Coachable Learner 107

The Problem of Impression Management 110

Barriers to Coaching: What Does an Apparent Lack of Coachability Look Like? 111

Coachability: Treat Each Employee as an Individual 122

7 Stopping the Action and Starting a Coaching Dialogue 123

Case 7.1 Aron, the Struggling Team Leader 126

Seizing a Coaching Opportunity With a Coaching Mind-Set 127

Being Vigilant for Learning Opportunities 127

Assessing the Importance of the Opportunity 128

Is the Timing Right? 130

Establish or Reestablish Rapport 131

Ask Reflective Questions, Listen for Understanding 131

On Learning to Ask Useful Questions 137

Help the Employee Define and Take Ownership of the Real Issue 140

Follow-Up: Ask the Employee About Useful Next Steps 141

Practice Cases: Stopping the Action and Starting the Dialogue 142

Case 7.2 Is John Headed for Burnout? 142

Case 7.3 Sara, the Frustrated Superstar 144

Stopping Time and the Coaching Dialogue 145

8 The Coaching Mirror 147

Why Are Performance Data, Even Observational Data, Suspect? 150

The Real Problem: Our Tendency to Draw Inferences From Selected Data 152

Error and Expectations: What You See Is What You Get 157

Getting the Most From Direct Observation and Other Approaches to Gathering Performance Data 159

The Coachee's Role 161

The Coaching Manager as Observer: Promoting Learning and Performance, From the Sidelines 163

9 Providing Balanced and Helpful Feedback 165

The Benefits of Feedback 166

The Problem With Feedback 167

Making Feedback Useful-A Summary 171

The Basics of Providing Balanced Feedback 173

The Emotional Impact of Feedback 180

Maximizing the Value of That Imperfect Instrument, Feedback 184

Your Development as a Provider of Feedback 186

10 What Does It All Mean? Collaboratively Interpreting Learning Needs 187

Case 10.1 What's Going On With Jack? 187

Do You Need to Know Why? 190

The Coaching Dialogue 192

Root Causes 193

Individual Factors 194

Cultural Factors 196

Team and Organizational Factors 199

The Importance of "Getting It Right" When Interpreting Performance 201

11 Goal Setting and Follow-Up: Making Change Happen 203

Planned Development 204

Setting Goals 207

How People Change 211

Unfreezing 212

Change 213

Refreezing 214

Building Commitment for Learning and Change 215

Conclusions: Goal Setting and Follow-Up 217

12 Coaching and Career Development 219

An Overview of Career Development in the Modern Organization 221

Knowing What You Want 223

Choosing Learning Goals 229

Who You Know Does Count: Networks, Supporters, and Blockers 233

Using Developmental Coaching to Address Career Concerns and Promote Career Development 238

Coaching for Career Development 240

Case 12.1 The Good Employee Who Has Become Bored With Her Job 241

Case 12.2 The Employee Who Wants to Move Up (Too Fast!) 243

Case 12.3 The Employee With Work and Family Concerns 245

Conclusions: Developmental Coaching and Career Development 246

13 Developmental Coaching and Performance Problems 247

Causes of Performance Problems 250

Poor Managers and Poorly Communicated Expectations 251

The Wrong Person in the Wrong Job 252

The Right Person in the Wrong Situation 253

Personal Problems 254

Case 13.1(a) What the Manager Sees 256

Case 13.1(b) What the Manager Hears 256

Case 13.1(c) What the Manager Never Knew 257

Character 258

Team Problems 261

Organizational Change 261

Addressing Performance Problems: Some Coaching Guidelines 262

14 Using Coaching to Leverage the Investment in the Classroom 265

The Nature of the Problem 266

Transfer of Learning 267

Case 14.1 The Wrong Executive Education Experience at the Wrong Time 270

Case 14.2 Leadership Education That Helped 271

Case 14.3 The Challenge of Becoming More Strategic 273

Making the Most of Classroom Learning 274

Defining the Learning Goal 276

Choosing the Right Program 277

Following Up 277

The Classroom and the Coaching Manager 278

Epilogue: The Coaching Manager 279

Technology and Coaching 279

Changing Demographics 281

Coaching in Tough Times 281

The Relationship With the Coaching Manager Is the Key 282

A Final Word for Our Coaches, Old and New 283

Appendix 285

References 291

Index 297

About the Authors 303

Read More

Customer Reviews

Average Review:

Write a Review

and post it to your social network

     

Most Helpful Customer Reviews

See all customer reviews >