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Manager's Guide to Effective Coaching, Second Edition [NOOK Book]
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Preface ix
About the Authors xii
1 The Goals of Good Coaching 1
Why Should a Manager Be a Coach? 1
Are You Tapping Your Most Valuable Resource? 2
Accessibility 2
The Benefits of Good Coaching 6
Meanwhile, Back at the Publishing Group 11
The Coach's Checklist for Chapter 1 14
2 The Attributes of a Good Coach 15
Coaching: Definitions and Distinctions 16
Characteristics of a Good Coach 19
Translating Attitudes into Actions 28
The Coach's Checklist for Chapter 2 31
3 What Do Your Players Want? 32
Looking Beyond the Paycheck 33
Three Drives That Motivate Your Staff 33
Strategies for Motivational Coaching 40
The Coach's Checklist for Chapter 3 44
4 The Signs of Good Coaching 45
Body Language 45
"Speaking" Body Language 49
The Elements of a Good Coaching Session 51
The Coach's Checklist for Chapter 4 60
5 Asking Good Questions 61
Why Ask Questions? 63
The Qualities of Effective Coaching Questions 63
Seven Major Types of Questions 71
Three Techniques for Asking Questions 76
The Coach's Checklist for Chapter 5 76
6 Powerful Listening 78
Three Levels of Listening 78
Seven Keys to Effective Listening 85
Moving Beyond Listening 92
The Coach's Checklist for Chapter 6 93
7 Creating Solutions Through Coaching 94
Six Steps to Effective Problem Solving 95
Solution-Focused Coaching 101
Degrees of Difficulty 103
The Coach's Checklist for Chapter 7 111
8 The Coach as Trainer 112
Guidelines for the Coach as Trainer 113
Before, During, and After Training 118
What Kind of Trainer Are You? 121
Four Stages of Learning 121
The Learner's Point of View 123
An Ideal Training Session 126
How Will You Know If It Worked? 126
The Coach's Checklist for Chapter 8 127
9 The Coach as Mentor 129
Types of Mentoring 130
Effective Mentoring 132
Mentoring to Define the Work 137
Mentoring to Motivate 138
Respecting the Boundaries of Mentoring 140
The Coach's Checklist for Chapter 9 141
10 The Coach as Corrector 142
Make It an Encounter, Not a Confrontation 142
Positive Specific Action 144
Define Consequences Clearly 146
Build on the Possible 147
Look to the Future 149
Performance Killers 149
The Coach's Checklist for Chapter 10 154
11 Coaching Trouble Spots 155
Lack of Authentic Purpose 100
Anxiety (Yours) 159
Fear/Distrust (Theirs) 160
Resistance to Change 162
Lack of Coaching Skills 163
Language Barriers 164
Coaching Obstacles 166
The Coach's Checklist for Chapter 11 170
12 Steps to Effective Coaching 171
Step 1 Build Rapport 173
Step 2 Identify the Issue or Goal 175
Step 3 Create Vision 176
Step 4 Brainstorm Approaches 177
Step 5 Establish an Action Plan 180
Step 6 Commitment and Accountability 182
Step 7 Acknowledgment 183
Step 8 Follow-Up 184
The Coach's Checklist for Chapter 12 184
13 Once More, with Feedback 186
Elements of Effective Feedback 187
Before You Deliver Feedback 191
Delivering Bad News 192
Feedback on Your Feedback 197
The Coach's Checklist for Chapter 13 199
14 Coaching and Rewards 200
Tangible Rewards 201
Symbolic Rewards 203
Intangible Rewards 204
Rules of Rewarding 204
The Coach as a Cheerleader 207
The Coach's Checklist for Chapter 14 207
15 Principles of Good Coaching (and Good Living) 209
The Principle of Getting Started 209
The Illusion of Control 210
The Principle of Decisions 210
The Principle of Change 211
The Principle of Time 212
The Principle of Questions 214
The Principle of Mistakes 215
The Principle of Anger 216
The Illusion of Objectivity 217
The Principle of the Big Picture 217
The Principle of Fear 218
The Principle of Role Modeling 218
The Principle of Life 219
The Coach's Checklist for Chapter 15 219
Index 221
Overview
Effective managers know their job is to help employees succeed, not to give them orders. They create relationships that build collaboration and meaningful performance improvement. These managers know that when they facilitate the success of their team members, they facilitate their own success. Effective Coaching teaches you practices you can use immediately to engender employee commitment and help employees gain the skills necessary to sustain and grow any type of organization.