Manager's Guide to Effective Coaching, Second Edition


Boost productivity by making the switch from “boss” to COACH!

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 ...

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Manager's Guide to Effective Coaching, Second Edition

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Boost productivity by making the switch from “boss” to COACH!

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. You’ll learn:

  • The attributes of a successful coach
  • How to set up an effective coaching session
  • How to use coaching to correct unproductive behavior
  • How to use coaching to be a better trainer

Briefcase Books, written specifically for today’s busy manager, feature eye-catching icons, checklists, and sidebars to guide managers step-by-step through everyday workplace situations. Look for these innovative design features to help you navigate through each page:

-Clear definitions of key terms and concepts

-Tactics and strategies for coaching employees

-Tricks of the trade for executing effective coaching techniques

-Practical advice for minimizing the possibility of error

-Warning signs for when things are about to go wrong

-Examples of successful workplace coaching

-Specific planning procedures, tactics, and hands-on techniques

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Product Details

  • ISBN-13: 9780071771115
  • Publisher: McGraw-Hill Professional Publishing
  • Publication date: 7/27/2011
  • Edition number: 2
  • Pages: 240
  • Sales rank: 241,159
  • Product dimensions: 5.90 (w) x 8.90 (h) x 0.70 (d)

Meet the Author

Marshall J. Cook is professor emeritus, Division of Continuing Studies at the University of Wisconsin–Madison. He is the author of more than 30 business books.
Laura Poole is an Associate Certified Coach (ACC), credentialed by the International Coach Federation. She founded her own coaching practice, Archer Coaching.

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Read an Excerpt

Effective Coaching

A Briefcase Book

By Marshall J. Cook, Laura Poole

The McGraw-Hill Companies, Inc.

Copyright © 2011The McGraw-Hill Companies, Inc.
All rights reserved.
ISBN: 978-0-07-177253-2



The Goals of Good Coaching

Morale in the desktop publishing group is low. Some of the employees seem to work furiously every day, but Molly seems to have time to kill. No deadlines have been missed, but the hard-working group seems resentful of the slacker, and she distracts others when she wanders around the office chatting or sits at her computer playing solitaire. You have been getting complaints about Molly, and it's your responsibility to address this issue. What's your first move?

We'll return to this situation after you learn about the goals of good coaching and how management with coaching will help you get the information you need to work toward a solution.

Why Should a Manager Be a Coach?

Coaching is a relatively new field of development (see Chapter 2 for definitions and distinctions of what coaching is). It's quickly growing in popularity, both as a stand-alone profession and as a tool set for business leaders. Coaching in the workplace can create a positive environment in which employees are empowered, engaged, and valued. In teams, coaching can foster better communication, synergistic thinking, and productivity. For individuals, good coaching can lead to career development, increased resourcefulness, personal empowerment, sustainable change and improvement, and bigger thinking.

Managers and supervisors are often expected to be role models, mentors, leaders, and now coaches. Adding coaching to your skill set not only improves your value in the workplace, it creates new opportunities for your employees and the organization as a whole.

Are You Tapping Your Most Valuable Resource?

Employees offer an enormous source of only partially tapped potential. Each person in a workplace has a specific job, but people are rarely limited to a narrow category. There is much that each employee can offer, in terms of his or her own job performance, creative ideas, skills, and strengths to put to use for the organization, and personal growth and learning. Are you tapping this valuable resource? Connecting with your employees through coaching can open up far more possibilities than you might imagine!

Research by Gallup (Harter, Schmidt, Killham, and Agrawal, Q12 Meta-Analysis, August 2009) studying the link between employee engagement and performance indicated that highly engaged business/work teams basically doubled their odds of success! Employee engagement is a strategic foundation, not just lip service from human resources. Gallup has shown that engaged workers are more productive, profitable, loyal, and customer focused. In addition, their research discovered that consistently, an employee's immediate manager had the most profound impact on his or her retention and satisfaction.


Your Accessibility quotient is your openness to input from your staff. (It also gives some insight into how engaged employees are.) How would your workers respond to the following statements? Answer "yes" or "no" as you think they would really respond, not as you'd like them to.

My boss:

1. asks for my opinion frequently.

2. listens to my suggestions.

3. takes my ideas seriously.

4. values my opinion.

5. checks with me before making a decision that affects my work.

6. would defend me in a meeting of supervisors.

7. explains goals clearly when giving me a new project.

8. welcomes my questions about an ongoing project.

9. gives me latitude in deciding how to carry out a project.

10. saves criticism for one-on-one sessions.

Your Responses and Your Management Style

Did you rack up seven or more positive responses in the Accessibility quiz? If so, you already exhibit many of the attributes of a good coach. One of the main goals of management by coaching is to create an atmosphere in which employees are willing and able to share their ideas with a superior. When employees feel heard and valued, they are more invested in their work and the organization.

Getting fewer than seven positive responses doesn't mean you're a failure. A low score means you have some work to do. (A lower score may also indicate that you're more honest and self-critical than most managers.)

Let's look at each statement and what it indicates about your working relationship with your employees.

1. My boss asks for my opinion frequently. The people who work with you already know you don't have all the answers. When you ask for an employee's input, three good things happen, before you even get a response: (1) you show respect for the employee, (2) you show that you don't think you have a corner on wisdom, and (3) you open yourself to an opportunity to get valuable information. "How do you think we should handle it?" can be one of the best things you ever ask an employee.

2. My boss listens to my suggestions. Asking is only half the process. Listening is the other half (see Chapter 6 for more on listening skills). Give employees your full attention. Indicate by word and gesture that you're taking in what they say. Ask questions. Respond honestly.

3. My boss takes my ideas seriously. You say, "Uh huh. That's ... interesting." The employee hears, "Thanks for nothing. Now we'll do it my way." You won't necessarily agree with employees' perspectives, and you may not act on their suggestions. But if they offer the input sincerely, you should take it seriously. If you think an idea has merit, say so. If you think it's flawed, explain why. Discuss ideas, not personalities. Don't allow the discussion to become a battle between "your idea" and "their idea" or a contest with a winner and a loser.

4. My boss values my opinion. You show that you value an opinion by listening to it, taking it seriously, and rewarding it. Most businesses reward results—jobs successfully completed, goals reached, bottom lines enriched—if they reward employee performance at all. Appreciation should begin much earlier in the process, when you're looking for hard work, cooperation, and creative input.

It takes courage and initiative for an employee to speak up. Reward that courage through your words and deeds. Questions and suggested alternatives are positive contributions, not threats.

5. My boss checks with me before making a decision that affects my work. You're the boss, and you make the decisions. When a decision affects working conditions, you should talk it over with employees and get their input first—not only to show that you respect them, but also to help you make the best decision.

6. My boss would defend me in a meeting of supervisors. Are you willing to go to bat for your employees, fight for them, defend them from unjust attacks, and take your share of the blame when something goes wrong?

Would your workers say that you're a "stand-up boss"? There's no higher praise they can give you.

7. My boss explains goals clearly when giving me a new project. Employees are no better at reading your mind than you are at reading theirs. When you assign a task, do you take the time to outline in clear, simple terms exactly what should be accomplished? An employee who understands the overall purpose of her work will do a better job and feel better about doing it. And you'll prevent costly mistakes down the line.

8. My boss welcomes my questions about an ongoing project. "Do you understand?" When most folks ask that question, they expect a quick "yes" (the same way most of us expect

Excerpted from Effective Coaching by Marshall J. Cook. Copyright © 2011 by The McGraw-Hill Companies, Inc.. Excerpted by permission of The McGraw-Hill Companies, Inc..
All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.

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Table of Contents

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

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