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

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Overview

The 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. A coaching model solidly grounded in adult learning theory helps readers reflect on their strengths and weaknesses. This edition has new features including real-world examples and cases that demonstrate how developmental coaching can be integrated with goal setting.

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Editorial Reviews

Patricia A. Hickey
“The Coaching Manager is a timely and valuable resource for leaders interested in fostering a culture of coaching in contemporary organizations. Evidence-based strategies and real-world exemplars are provided for cultivating talent today and inspiring success for the future.”
Kathy E. Kram
"The second edition takes into account the new challenges and opportunities posed by an increasingly global workforce, new technology, and a persistent and rapid pace of change. The authors have, once again, provided an excellent handbook for any manager who wants to be an effective coach, and any individual who wants to leverage the potential of coaching in varied and commonly encountered situations at work. "
Carole Robin
"A practical introductory text in developing coaching managers."
Booknews
Weintraub, founder and faculty co-director of the Coaching for Leadership and Teamwork Program at Babson College, introduces an easy- to-implement coaching model based on his work with managers, executives, and MBA students. The model encourages employees to take greater responsibility for their learning and development while forging a helping relationship between the manager and the employee. Real-world cases, self-assessment tools, and checklists are included. The audience for the book includes managers, entrepreneurs, and MBA students. Weintraub teaches management and organizational behavior at Babson College. Annotation c. Book News, Inc., Portland, OR (booknews.com)
Arthur M. Blank
"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."
Roger Enrico
"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."
Jay A. Conger
"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."
BizEd

"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"

Biz Ed

"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 "

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Product Details

  • ISBN-13: 9781412977760
  • Publisher: SAGE Publications
  • Publication date: 5/4/2010
  • Edition number: 2
  • Pages: 304
  • Sales rank: 257,286
  • Product dimensions: 5.90 (w) x 8.90 (h) x 0.70 (d)

Meet the Author

Dr. James M. Hunt is Assistant Professor of Management and the Charles E. Mc Carthy Family Trust Term Chair, at Babson College in Wellesley, Massachusetts. He teaches management, strategic human resource management and leadership. James is also a faculty member of the Leadership and Influence Program at Babson's School of Executive Education. Previously, James served on the faculty of Clark University’s Graduate School of Management.

James is a Faculty Co-Director of the Coaching for Leadership at Babson. The Babson Coaching Program provides developmental coaching for Babson Students working toward enhancing their competencies in leadership and teamwork. Each year, the faculty train over five hundred Babson Alumni and MBA students in coaching techniques and development planning. His recent paper on coaching (with Dr. Joseph Weintraub) was awarded the "Best Management Development Paper" by the Academy of Management, the largest professional association of business school professors in the world.

James is also a founder of Hunt Associates, a career and leadership development firm that provides executive coaching, career counseling, employee assistance programs and strategic human resource consulting. (www.Hunt Associates.com) Since 1990, Hunt Associates has worked with companies such as the Bose Corporation, 3Com, Genzyme, and Stratus Computer.

James graduated from the Massachusetts Institute of Technology with a B. Sc. Degree and received the doctorate in business administration from Boston University’s Graduate School of Management, where he studied career and leadership development and work/life balance.

Dr. Joseph R. Weintraub is Faculty Co-Director of the Coaching for Leadership Program at Babson College where he is also an Associate Professor of Management and Organizational Behavior. At Babson, he developed the Human Resource Management and Leadership Courses in both the undergraduate and graduate programs in business. He is also President and Founder of Organizational Dimensions, a human resources consulting firm based in Wellesley, Massachusetts.

Dr. Weintraub’s work has appeared in many publications including Fortune, Entrepreneur, The Wall Street Journal, and the New York Times. He has also appeared on several syndicated television programs such as Evening Magazine and The Bottom Line. His recent paper on coaching (with Dr. James Hunt) was awarded the "Best Management Development Paper" by the Academy of Management, the largest professional association of business school professors in the world. He is also one of the developers of Star-Teams Insights ™ a web-based assessment report providing developmental feedback on leadership, teamwork and work style.

Dr. Weintraub has worked with many organizations including Fidelity Investments, Dunkin’ Donuts, Bose, AT&T, Duke Energy and the Los Angeles Dodgers. Much of his recent activity has been focused in the areas of leadership and coaching. He is currently working with companies in both Japan and the U.S. to combine the teaching of leadership, coaching, and teamwork with the playing of baseball.

Dr. Weintraub received his B.S. degree from the University of Pittsburgh and both his M.A. and Ph.D. degrees in Industrial-Organizational Psychology from Bowling Green State University. He is also the past president of the Human Resources Council, a Boston-based HR professional association.

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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

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