The Coaching Organization: A Strategy for Developing Leaders / Edition 1

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Overview

The Coaching Organization: A Strategy for Developing Leaders is the only book to provide practical advice on how a company can strategically manage coaching initiatives that strengthen organizations and enhance employee engagement and growth. Authors James M. Hunt and Joseph R. Weintraub offer best practices to help organizations deploy developmental coaching that drives leadership and employee effectiveness.

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Editorial Reviews

Douglas T. Hall
"In this era of the search for low-cost, high-impact organizational improvement, The Coaching Organization is a real godsend. In one well-written reference you have everything you and your organization need to know about creating learning through on of the most available resources: relationships. This is an excellent source for helping people master the skills of coaching, so that your organization can be a place where leaders grow leaders. If you're serious about improving organizational effectiveness, you and many of your colleagues need to read this book."
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Product Details

  • ISBN-13: 9781412905763
  • Publisher: SAGE Publications
  • Publication date: 8/28/2006
  • Edition description: New Edition
  • Edition number: 1
  • Pages: 272
  • Product dimensions: 6.00 (w) x 8.90 (h) x 0.60 (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

1. The Coaching Organization?
Should Leaders Develop an Internal Coaching Capability in Their Organizations?
An Organizational-Level View of Coaching
Case 1.1 Learning From an Executive Coaching Intervention
The Coaching Organization
An Organizational Coaching Capability
A Coaching Capability "Infrastructure "
2. An Overview of Developmental Coaching
The Goals of Developmental Coaching
Case 2.1: The "Anti-Coach "
Case 2.2: Everything Is Changing
Case 2.3: One Too Many Resumes
Developmental Coaching and Other Forms of Coaching and Counseling
Formal and Informal Coaching
The Core Elements of Developmental Coaching
A Goal-Directed, Willing, Effective Coachee
A Developmental Coach
A Coaching-Friendly Context
A Learning Opportunity
A Coaching Relationship
The Coaching Dialogue
Feedback
An Opportunity to Keep Learning
3. The Coaching Organization Assessment
Organizational Assessment 3.1: The Coaching Organization Assessment
The Cultural Context
The Business Context
The Human Resource Management Context
Organizational Experiences With Coaching
The Coaching-Friendly Organization
4. A Strategic Approach to Coaching
The Need for a Coaching Strategy
Outcomes That Support a Growing Coaching Capability
Case 4.1: Was That Really Coaching?
Case 4.2: I Couldn’t Believe What I Was Able to Accomplish!
A Comprehensive Assessment of a Coaching Initiative
5. Driving Strategic Transformation Through Executive Coaching at Whirlpool
Coaching and Leadership Development Challenges
Leading the Whirlpool Enterprise: The Leadership Model
The Context for Coaching at Whirlpool
The Management of Coaching in LWE
Coaching Practices in LWE
The Experience of Coaching in LWE
Lessons Learned at Whirlpool
6. Building and Leading a Coaching Capacity
The Need for Leadership
The Organizational Evolution of a Coaching Capability
Why on Faith Alone?
The Rise and Role of the Coaching Practice Manager
Case 6.1: The Management of Executive Coaching at Omgeo
Managing the Coaching Capability
Closing Thoughts on the Management of the Coaching Capability
7. The Internal Coaching Capability
What We Mean by "Expert" Internal Coaches
Why Expert Internal Coaching?
Case 7.1: Sam the Coach
Case 7.2: The Management Effectiveness Business Partner
Critical Issues in Building an Effective Internal Coaching Capability
The Results: Do Well-Run Internal Coaching Programs Yield Different Outcomes?
8. The ELP Internal Coaching Program at Wachovia Corporation
The Wachovia Executive Leadership Program
The Decision to Build an Internal Coaching Capability
Program Design Elements
The Internal Coaches
Training and Support for the Internal Coaching Cadre
Ongoing Support and Development of ELP Coaches
Comments on Being an Internal Coach From HR
Evaluation of the Program
9. Building a Coaching Manager Capability
Can Managers Coach Developmentally?
The Major Differences
The Competencies of the Coaching Manager
Communications
Accessibility
Listening
Creates a Trusting Environment
The Perfect Manager?
The Organizational Context and the Management of Role Conflicts
Organizational Readiness
10. The Coaching Manager in Nursing
Children’s Hospital Boston and the Department of Nursing
A More Realistic View of Nursing Leadership
Building Leadership Through Coaching: The Coaching Initiative
Nurses’ Evaluation of the Coaching-Skills-Training Components
Customizing the Coaching-Skills Training
Some Additional Lessons
Conclusion
11. Peer Coaching at Citizen’s Financial Group (CFG)
The Advanced Leadership Development Program at Citizens
The Value Proposition for a Successful Peer Feedback System
The Formula for a Successful Peer Coaching Initiative
Peer Coaching as a Follow-up Intervention to Executive Education
Feedback Is Not Always Easy, Even From a Peer
Concluding Remarks: The Frontiers of the Coaching Organization
References
Appendix A: The Competencies of the Expert Executive Coach
Appendix B: The Coaching Manager Self-Assessment
About the Authors
About the Contributors

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Sort by: Showing 1 Customer Reviews
  • Anonymous

    Posted November 5, 2006

    Great Contribution to the Coaching Field

    This book is a great follow-up to The Coaching Manager book which I still use when coaching. The examples are great and I enjoy the way that the book gives practical applications. I have already purchased copies for our senior managers.

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