Manager's Guide to Effective Coaching, Second Edition / Edition 2

by Marshall Cook, Laura Poole

Overview

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

Product Details

ISBN-13:	9780071771115
Publisher:	McGraw Hill LLC
Publication date:	07/27/2011
Series:	Briefcase Books (Paperback)
Edition description:	Net
Pages:	240
Sales rank:	1,096,380
Product dimensions:	5.90(w) x 8.90(h) x 0.70(d)

About 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.

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