The Coaching Manager: Developing Top Talent in Business

by James M. Hunt, Joseph R. Weintraub

Overview

The Coaching Manager, Third Edition provides students and managers alike with the guidance, tools, and examples needed to develop leadership talent and inspire performance. Using an innovative coaching model, bestselling authors James M. Hunt and Joseph R. Weintraub present readers with a developmental coaching methodology to help employees achieve higher levels of skill, experience greater engagement with organizations, and promote personal development. The thoroughly updated Third Edition reflects the authors’ latest research, which focus on building and maintaining trust, working with others who are different from yourself, and coaching by the use of technology.

Product Details

ISBN-13:	9781483391656
Publisher:	SAGE Publications
Publication date:	05/18/2016
Edition description:	Third Edition
Pages:	360
Product dimensions:	6.00(w) x 9.00(h) x 0.80(d)

About the Author

Dr. James M. Hunt is an associate professor of management and former Chair of the Management Division at Babson College, in Wellesley, Massachusetts. There he teaches leadership, talent development and creativity. James has consulted to numerous business and health care organizations on the development of an organizational coaching capability, executive coaching, and talent development by managers. His current research is on the relationship between creativity, uncertainty and career development. He co-lead the design of Babson’s innovative Talent Management course in the MBA Program and lead the redesign team for Babson’s flagship course, Foundations of Management and Entrepreneurship. Formerly, he was faculty co-director of the Babson College Coaching for Leadership and Teamwork Program and a founder and former faculty co-director of the Babson Executive Education Coaching Inside the Organization program, designed for organizational development and human resource professionals. James is coauthor of the book The Coaching Organization: A Strategy for Developing Leaders, a groundbreaking study of best practice companies and coaching, published by Sage (2007).

Dr. Hunt graduated from the Massachusetts Institute of Technology with a bachelor’s of science degree and received a doctorate in business administration from Boston University Graduate School of Management, where he studied career and leadership development and work/life balance

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 Inno Quotient, 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 [e-mail].

Table of Contents

Chapter 1: Whither the Coaching Manager
Coaching in an Uncertain World
The Coaching Manager Model and Developmental Coaching
Coaching and Learning
Why Don’t More Managers Coach?
It’s the Relationship That Matters
Coaching Isn’t the Same as Mentoring
The Title of the Book Is The Coaching Manager
Chapter 2: The Coaching Manager Model—An Overview
Tonia and Ashok
Our Reactions to the Case
The Coaching Manager Model
A Coaching Culture
The Coaching Mindset
It’s the Relationship that Makes it All Possible
The Coachee
The Opportunity
Reflection
Feedback
Follow Through and the Action Plan
As You Experiment With Coaching
Chapter 3: The Coaching Mindset
The Manager Who Learns to Coach
Can Anyone Learn to Coach?
The Characteristics of the Coaching Mindset
The Coaching Manager
Chapter 4: The Coachable "Coachee "
The Question of “Coachability”
What Do Employees Want From Their Managers?
Hallmarks of the Coachable Learner
The Problem of Impression Management
Barriers to Coaching: What Does an Apparent Lack of Coachability Look Like?
Arrogance: The Overestimator
An Apparent Lack of Interest in the Job
The Impact of Personal Stress
Diversity and Coachability
A Mismatch Between the Career Stage of the Employee and the Career Stage of the Manager
Coachability: Treat Each Employee as an Individual
Chapter 5: The Coaching-Friendly Culture and the Coaching Relationship
The Coaching Friendly Culture
The Values and Practices of the Coaching-Friendly Culture
The Coaching Manager and Coachee Relationship
The Decision to Trust
Building Trust and a Coaching-Friendly Culture at the Team Level
The Coaching Relationship in a Diverse World
Cultural Intelligence
Protecting a Coach-Friendly Culture Over Time
Chapter 6: The Opportunity
Coaching Managers Focus on Running a Business
Not Just Results, Process: How the Work Gets Done
The Common Element in All Learning Opportunities
The Coachee’s View of the Learning Opportunity
What Should the Coaching Manager Pay Attention to? Competence
Entrepreneurial Learning
Strengths or Weaknesses?
Opportunities: A Summary
Chapter 7: Reflection
What Do We Mean By Reflection?
Timing
Encouraging Reflection
Ask Reflective Questions, Listen for Understanding
On Learning to Ask Useful Questions
Helping the Employee Take Ownership
This Takes Time – And it Doesn’t Get You There
Chapter 8: Feedback
Why are Performance Date, Even Observational Data, Suspect?
The Real Problem: Our Tendency to Draw Inferences From Selected Data
Error and Expectations: What You See Is What You Get
Getting the Most From Direct Observation and Related Approaches to Gathering Performance Data
The Coachee’s Role
The Coaching Manager as Observer: Promoting Learning and Performance, From the Sidelines
Feedback and Coaching
The Benefits of Feedback
The Problem With Feedback
Making Feedback Useful – A Summary
The Basics of Providing Balanced Feedback
The Emotional Impact of Feedback
Maximizing the Value of That Imperfect Instrument, Feedback
Your Development as a Provider of Feedback
Chapter 9: Follow Through and Action Planning
Planned Development and Action Planning
Setting Goals
How People Change
Unfreezing
Change
Refreezing
Building Commitment for Learning and Change
Face-to-face Follow-up and More
Conclusions: Goal Setting and Follow Through
Chapter 10: Developmental Coaching and Performance Problems
Causes of Performance Problems
Poor Managers and Poorly Communicated Expectations
The Problem of Alignment
The Right Person in the Wrong Situation
Personal Problems
Character
Team Problems
Organizational Change
Addressing Performance Problems: Some Coaching Guidelines
Chapter 11: Coaching and Career Development
The Changing View of Careers and Career Development
Knowing What You Want
Developmental Coaching and Career Development
Learning Goals and Career Development
Who You Know Does Count: Networks, Supporters, and Blockers
Using Developmental Coaching to Address Career Concerns and Promote Career Development
The Career Story
The Final Word, for Now
Chapter 12: Coaching and Management Education
The Nature of the Problem
Transfer of Learning
Making the Most of Learning in Management Education
Defining the Learning Goal
Choosing the Right Program
Following Up
Management Development Programs and the Coaching Manager
Chapter 13: Distance Coaching
Trust and the Virtual Team
What About Texting? Back to What Coaching is All About
Distance Coaching: A Summary of the Key Points
Chapter 14: Epilogue
Once Again, Technology
Changing Demographics
The Relationship Between the Manager and the Employee Is Still the Key
A Final Word for Our Coaches, Experienced and New

Editorial Reviews

Weintraub, founder and faculty co-director of the Coaching for Leadership and Teamwork Program at Babson College, introduces an easy- to-implement coaching model based on his work with managers, executives, and MBA students. The model encourages employees to take greater responsibility for their learning and development while forging a helping relationship between the manager and the employee. Real-world cases, self-assessment tools, and checklists are included. The audience for the book includes managers, entrepreneurs, and MBA students. Weintraub teaches management and organizational behavior at Babson College. Annotation c. Book News, Inc., Portland, OR (booknews.com)

Booknews

"The second edition takes into account the new challenges and opportunities posed by an increasingly global workforce, new technology, and a persistent and rapid pace of change. The authors have, once again, provided an excellent handbook for any manager who wants to be an effective coach, and any individual who wants to leverage the potential of coaching in varied and commonly encountered situations at work. "

Kathy E. Kram

"The book covers the need for coaching, the best way to approach certain employees who might not seem coachable, how a manager can improve his own coaching skills, and much more "

Biz Ed

"A practical introductory text in developing coaching managers."

Carole Robin

"THE COACHING MANAGER provides real-world strategies for developing people in any organization. Hunt and Weintraub bring together a new model of coaching along with a solid understanding of how business works. A must read for leaders at all levels."

Roger Enrico

"Managers and entrepreneurs alike will find The Coaching Manager to be of immense value in learning to coach as well as creating a coaching-friendly environment. Hunt and Weintraub give us an approach to coaching that managers can start using immediately. This book belongs on every manager’s bookshelf."

Arthur M. Blank

The Coaching Manager is a timely and valuable resource for leaders interested in fostering a culture of coaching in contemporary organizations. Evidence-based strategies and real-world exemplars are provided for cultivating talent today and inspiring success for the future.

Patricia A. Hickey

"A rich, wonderful resource for all managers wanting to develop the potential of their people. In this one volume, you’ll find all the guidance, tools, and examples needed to become a master coach. In a world where the capacity to coach is no longer nice-to-have but a necessity-to-know, this is the book to buy."

Jay A. Conger

"The book covers the need for coaching, the best way to approach certain employees who might not seem coachable, how a manager can improve his own coaching skills, and much more"

BizEd