50 Top Tools for Coaching: A Complete Toolkit for Developing and Empowering People

50 Top Tools for Coaching: A Complete Toolkit for Developing and Empowering People

by Gillian Jones, Ro Gorell

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Overview

Full of exercises, models, checklists and templates, this book covers how to assess the needs of clients, select the right tool for the circumstance and deliver effective coaching with confidence.

A complete resource for both in-house and external coaches, 50 Top Tools for Coaching presents the techniques required for every coaching situation. It focuses on every stage of the coaching process, from setting up and managing the coaching relationship, understanding and resolving conflict, developing client confidence and performance to enhancing leadership styles and coaching during periods of change. Supporting hints and tips are found throughout to maximise the effectiveness and impact of the tools.

This fully revised fifth edition of 50 Top Tools for Coaching includes new tools for managers for performance coaching and for building your own coaching practice. It remains an indispensable resource for coaches of all levels of experience and in all remits, as well as managers and leaders looking to improve performance in their organizations through coaching. Online supporting resources include additional tools, interactive templates and videos of the tools in action demonstrated by the authors.

Product Details

ISBN-13: 9780749482329
Publisher: Kogan Page, Ltd
Publication date: 03/28/2018
Edition description: New Edition
Pages: 288
Sales rank: 604,349
Product dimensions: 6.10(w) x 9.30(h) x 0.90(d)

About the Author

Gillian Jones is Managing Director and founder of Emerge, a development consultancy that specializes in leadership, organizational development and executive coaching. Based in the UK, she has worked with clients including Walt Disney, BAE Systems, Total and Airbus to implement coaching and change initiatives and is a regular international conference speaker.

Ro Gorell is Director at Change Optimised, which specializes in coaching and mentoring and change management solutions. She has extensive experience in both group and individual coaching. Based in Australia, she is the author of Group Coaching and with Gillian Jones the co-author of How to Create a Coaching Culture, also published by Kogan Page.

Table of Contents

* Section - ONE: Setting up the coaching relationship; ** Chapter - 01: The coaching process; ** Chapter - 02: Coaching assessment form; ** Chapter - 03: Coaching brief and contract form; ** Chapter - 04: Coaching self-assessment questionnaire; ** Chapter - 05: Checklist for establishing contract rules; ** Chapter - 06: Action plan; ** Chapter - 07: Coaching evaluation; * Section - TWO: Foundation tools; ** Chapter - 08: Listening model; ** Chapter - 09: Questioning skills and techniques; ** Chapter - 10: Feedback techniques and examples; ** Chapter - 11: The ORACLE model; ** Chapter - 12: Coffee-break coaching; ** Chapter - 13: Self-coaching; * Section - THREE: Goal setting; ** Chapter - 14: Creating powerful intentions; ** Chapter - 15: Goal setting; ** Chapter - 16: Breaking down previous goals; ** Chapter - 17: Spatial action planning; ** Chapter - 18: Goal visualization; ** Chapter - 19: Goal visualization script; * Section - FOUR: Problem resolution; ** Chapter - 20: Logical levels; ** Chapter - 21: Positive problem solving (reframing); ** Chapter - 22: Problem mapping; * Section - FIVE: Values and beliefs; ** Chapter - 23: Internal conflict negotiation; ** Chapter - 24: Helping individuals reduce stress; ** Chapter - 25: Changing negative thought patterns; ** Chapter - 26: Determining values; ** Chapter - 27: Prioritizing values; ** Chapter - 28: Belief assessment; * Section - SIX: Confidence strategies; ** Chapter - 29: Reprogramming negative language; ** Chapter - 30: Personal centre of excellence; * Section - SEVEN: Working effectively with others; ** Chapter - 31: Behavioural conflict resolution; ** Chapter - 32: Analysing and resolving conflict; ** Chapter - 33: 360-degree perspective; * Section - EIGHT: Personal impact and influence; ** Chapter - 34: Communication skills audit and skills inventory; ** Chapter - 35: 360-degree feedback; * Section - NINE: Enhancing leadership style; ** Chapter - 36: Team climate inventory; ** Chapter - 37: Improving the delegation process; ** Chapter - 38: Planning to delegate; ** Chapter - 39: Prioritizing - paired comparison; ** Chapter - 40: Prioritizing - importance-urgency grid; * Section - TEN: Planning for the future; ** Chapter - 41: Life events; ** Chapter - 42: The discovery model; ** Chapter - 43: Ideal work designer; ** Chapter - 44: Managing my career; * Section - ELEVEN: Developing women; ** Chapter - 45: Identifying super powers through strengths-based portraits; ** Chapter - 46: Reflected strengths portrait exercise; ** Chapter - 47: Improving confidence by changing beliefs; ** Chapter - 48: Questions to change limiting beliefs (part 1); ** Chapter - 49: Questions to change limiting beliefs (part 2); ** Chapter - 50: Confidence building; ** Chapter - 51: Emotional intelligence through modelling; ** Chapter - 52: Managing upwards; * Section - TWELVE: Coaching during change; ** Chapter - 53: Creating a group coaching environment; ** Chapter - 54: Creating tools for group coaching; ** Chapter - 55: Lean change canvas; ** Chapter - 56: Mapping different perspectives; ** Chapter - 57: Hot seat coaching; * Section - THIRTEEN: A manager’s guide to coaching for performance; ** Chapter - 58: Onboarding coaching; ** Chapter - 59: Coaching people to set their own objectives using the six step model; ** Chapter - 60: Coaching to improve performance; ** Chapter - 61: Coaching upwards; ** Chapter - 62: Coaching people who are in conflict in the team; ** Chapter - 63: Coaching for resistance to change; ** Chapter - 64: Coaching people for the next level of promotion; * Section - FOURTEEN: Building a Coaching practice; ** Chapter - 65: Your value proposition; ** Chapter - 66: Creating packages; ** Chapter - 67: Pricing; ** Chapter - 68: Systems for delivering; ** Chapter - 69: Process; ** Chapter - 70: Why and how to choose a supervisor, and how to get the best from them

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