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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About the Author
Dr. Joseph R. Weintraub is a professor of management and organizational behavior at Babson College in Wellesley, Massachusetts where he serves as the founder and faculty director of the Babson Coaching for Leadership and Teamwork Program. He is also the faculty director of the Management Consulting Field Experience Program at Babson, an experiential project management program providing consulting services to both the for profit and not-for-profit sectors. Dr. Weintraub is an industrial-organizational psychologist who focuses in the areas of individual and organizational effectiveness including leadership development, coaching, team effectiveness, innovation, and performance management. His work on coaching has received several awards, including the “Management Development Paper of the Year” from the Academy of Management. He is the coauthor of The Coaching Organization: A Strategy for Developing Leaders (Sage, 2007). Dr. Weintraub’s work has appeared in a number of publications including the MIT Sloan Management Review, Organizational Effectiveness, The Wall Street Journal, the Journal of Management Education, and The European Financial Review.
Dr. Weintraub serves as Faculty Director at Babson Executive Education, where he is the cofounder and codirector of Coaching Inside the Organization, an innovative certification program for internal organizational coaches. In addition to his work at Babson, Dr. Weintraub is also president of Organizational Dimensions, a management consulting and assessment firm based in Wellesley. He spends much of his consulting practice in helping organizations to develop their own coaching managers. He also develops and delivers leadership development programs in a variety of organizations around the world. His clients have included General Electric, Bose, Fidelity Investments, Citizens Bank, EMD Serono, Boston Children’s Hospital, Ocean Spray, and T-Mobile. He is also the co-developer of InnoQuotient, a comprehensive survey tool that measures the culture of innovation in organizations.
Dr. Weintraub received his B.S. in psychology from the University of Pittsburgh and both his M.A. and Ph.D. degrees in industrial-organizational psychology from Bowling Green State University.
He can be contacted at firstname.lastname@example.org.
Table of Contents1. 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 Learning3. 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 Initiative5. 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 Whirlpool6. 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 Program9. 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 Readiness10. 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 Conclusion11. 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 PeerConcluding Remarks: The Frontiers of the Coaching OrganizationReferencesAppendix A: The Competencies of the Expert Executive Coach Appendix B: The Coaching Manager Self-Assessment About the AuthorsAbout the Contributors