Best Practice in Performance Coaching: A Handbook for Leaders Coaches HR Professionals and Organizations

Enhanced descriptions from Syndetics:

Effective performance coaching can help individuals and organizations achieve their maximum potential, tackle challenges and reach specific goals. It leads to personal and professional development, improves productivity, performance and motivation, and helps to create a work/life balance. Best Practice in Performance Coaching is both an introduction for anyone thinking of becoming or hiring a coach - whether private or corporate - and a reference guide for experienced coaches. A practical guide to the 'what' and the 'how' of performance coaching, it covers a broad range of topics from the personal and executive angle and explains the structure of a coaching relationship. The book contains extensive guidance on coaching techniques and the best-known and emerging models and tools as well as advice on how to train as a coach, how to run a coaching practice and how to structure coaching sessions. Complete with worksheets and exercises, evaluations and international case studies, this is a thorough guide to performance coaching.Forewords by Sir John Whitmore and Sir Richard Branson.

Table of contents provided by Syndetics

• Foreword (p. xi)
• Foreword (p. xiii)
• Acknowledgements (p. xv)
• Introduction (p. 1)
• Part one Fundamentals (p. 5)
• The how, who, when and where of coaching for performance and good leadership
• 01 What is coaching? (p. 7)
• The history of coaching (p. 7)
• The seven principles of coaching (p. 10)
• The contrast between coaching and related fields (p. 13)
• A coaching culture at work: the Virgin empire (p. 16)
• Creating a coaching culture (p. 18)
• 02 Coaching techniques (p. 21)
• Listening (p. 21)
• Questioning (p. 23)
• Clarifying, reflecting and using intuition (p. 25)
• Permission (p. 28)
• Giving and receiving feedback (p. 29)
• 03 Coaching models (p. 33)
• Eq (p. 34)
• Grow (p. 36)
• Exact (p. 43)
• The introductory session (p. 54)
• Goal setting (p. 54)
• Second session: strategic planning (p. 57)
• Intermediate sessions (p. 61)
• Final session (p. 63)
• Structure within a session (p. 63)
• 05 Training as a coach (p. 69)
• Who can become a coach? (p. 69)
• Levels of mastery in coaching (p. 70)
• Choosing a training school (p. 72)
• Style of the training (p. 73)
• Coaching and training for organizations (p. 76)
• Assessment and accreditation (p. 76)
• 06 Running a professional coaching practice (p. 79)
• Marketing (p. 79)
• Finding corporate clients (p. 82)
• Internet marketing (p. 83)
• Closing the deal (p. 85)
• Terms of payment (p. 86)
• What to charge (p. 86)
• Paperwork (p. 87)
• Niche coaching (p. 88)
• Professionalism (p. 89)
• Mentoring and supervision (p. 89)
• Ethics (p. 90)
• 07 How to create a coaching culture in organizations (p. 93)
• Who can be coached in the workplace? (p. 93)
• Confidentiality in the workplace (p. 94)
• Informal coaching in the workplace (p. 94)
• Uses for coaching skills in the workplace (p. 95)
• The purpose of workplace coach training (p. 96)
• Measurement in workplace coaching (p. 96)
• Coaching across cultures (p. 98)
• Creating a coaching culture in the workplace (p. 99)
• Conclusion 103
• 04 Structure (p. 51)
• The coaching series (p. 51)
• Length of sessions (p. 52)
• Early termination and cancellation (p. 53)
• The introductory session (p. 54)
• Goal setting (p. 54)
• Second session: strategic planning (p. 57)
• Intermediate sessions (p. 61)
• Final session (p. 63)
• Structure within a session (p. 63)
• 05 Training as a coach (p. 69)
• Who can become a coach? (p. 69)
• Levels of mastery in coaching (p. 70)
• Choosing a training school (p. 72)
• Style of the training (p. 73)
• Coaching and training for organizations (p. 76)
• Assessment and accreditation (p. 76)
• 06 Running a professional coaching practice (p. 79)
• Marketing (p. 79)
• Finding corporate clients (p. 82)
• Internet marketing (p. 83)
• Closing the deal (p. 85)
• Terms of payment (p. 86)
• What to charge (p. 86)
• Paperwork (p. 87)
• Niche coaching (p. 88)
• Professionalism (p. 89)
• Mentoring and supervision (p. 89)
• Ethics (p. 90)
• 07 How to create a coaching culture in organizations (p. 93)
• Who can be coached in the workplace? (p. 93)
• Confidentiality in the workplace (p. 94)
• Informal coaching in the workplace (p. 94)
• Uses for coaching skills in the workplace (p. 95)
• The purpose of workplace coach training (p. 96)
• Measurement in workplace coaching (p. 96)
• Coaching across cultures (p. 98)
• Creating a coaching culture in the workplace (p. 99)
• Conclusion 103
• Part 2 Advanced Coaching (p. 107)
• Tools, models and international case histories
• 08 Coaching tools (p. 109)
• Transpersonal coaching (p. 110)
• David Grove's clean language, metaphor and emergent knowledge (p. 111)
• The talking stick (p. 114)
• The change curve and the four-room apartment (p. 115)
• Transactional analysis (p. 117)
• Values questionnaire (p. 118)
• Cultural transformation tools (CTT) (p. 120)
• Systemic coaching (p. 122)
• Appreciative inquiry (p. 122)
• The Myers Briggs Type Indicator (MBTI) (p. 123)
• 360-degree feedback (p. 125)
• Neuro linguistic programming (p. 126)
• Body language (p. 128)
• Coaching by telephone (p. 129)
• Other models (p. 129)
• The role of the coach in the organizational hierarchy (p. 130)
• An organizational hierarchy of needs (p. 130)
• How people and organizations change (p. 133)
• The relationship between the component parts of coaching (p. 134)
• 09 Case histories (p. 137)
• Delegation and responsibility (p. 138)
• Coach training at the NHS (p. 139)
• Evaluating coaching at OFGEM (p. 140)
• Career development in corporate finance (p. 143)
• Building confidence and self-esteem (p. 147)
• Creating an in-house coaching service at the BBC (p. 148)
• From Beijing to Belgium: coaching the global nomad (p. 153)
• From Macedonia: increasing sales through the HRDF Project (p. 164)
• From California, USA: career coaching an environmental scientist (p. 169)
• From Australia: management development at Orica (p. 172)
• From Abu Dhabi: corporate coaching in the United Arab Emirates (p. 176)
• From Australia: leading for performance; building a values-driven organization in IT services (p. 180)
• From Japan: management styles and succession planning (p. 183)
• Moral dilemmas and coaching challenges (p. 188)
• Coaching for Performance ROI (p. 199)
• Appendix A Awareness questions (p. 202)
• Appendix B Worksheets (p. 207)
• Appendix C Sample coaching agreements (p. 213)
• Appendix D Coaching evaluation (p. 216)
• Resources (p. 220)
• About the author (p. 224)
• Index (p. 227)