The coaching manager: developing top talent in business
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Thousand Oaks, Calif. [u.a.]
SAGE
2011
|
| Ausgabe: | 2. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Includes bibliographical references and index |
| Beschreibung: | XIX, 304 S. |
| ISBN: | 9781412977760 |
Internformat
MARC
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| 100 | 1 | |a Hunt, James M. |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a The coaching manager |b developing top talent in business |c James M. Hunt ; Joeseph R. Weintraub |
| 250 | |a 2. ed. | ||
| 264 | 1 | |a Thousand Oaks, Calif. [u.a.] |b SAGE |c 2011 | |
| 300 | |a XIX, 304 S. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 500 | |a Includes bibliographical references and index | ||
| 650 | 0 | |a Mentoring in business | |
| 650 | 0 | |a Executives / Training of | |
| 650 | 0 | |a Leadership | |
| 650 | 0 | |a Management | |
| 650 | 4 | |a Führung | |
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| 999 | |a oai:aleph.bib-bvb.de:BVB01-020513829 | ||
Datensatz im Suchindex
| _version_ | 1804143191147937792 |
|---|---|
| adam_text | Titel: The coaching manager
Autor: Hunt, James M.
Jahr: 2011
Contents
Preface xi
Acknowledgments xvii
1. Introduction: The Coaching Manager 1
Coaching Can Help, for Employees Who Want to Learn 3
Coaching Is Good for You 5
Why Don t More Managers Coach? 8
Coaching and Learning 10
The Coaching Manager and Emotional Intelligence (F^Q) 11
Coaching Isn t the Same as Mentoring 13
Why Think About Becoming a Coaching Manager? 14
Your Approach to Coaching Determines
the Outcome of Your Effort 16
2. An Overview of Developmental Coaching 19
Developmental Coaching: An Example 19
A Simple Model of Developmental Coaching 27
As You Experiment With Coaching 42
3. Defining Success as a Coaching Manager 45
Coaching Managers Focus on Running a Business 45
Not Just Results, but Process: How the Work Gets Done 48
What Should the Coaching Manager Pay Attention To?
Competency 48
If Your Company Has a Competency Model 54
If Your Company Does Not Have a Useful
Competency Model 57
Coaching and Selection 59
Summary 62
4. Creating a Coaching-Friendly Context 63
Case 4.1: Financial Co.?A Learning Context? 64
The Values and Practices of the Coaching-Friendly Context 67
The Coaching-Friendly Context and the
High-Performance Organization 72
Creating a Coaching-Friendly Context in Your Business Unit 73
Case 4.2: Fred, the Coach 76
Protecting a Coaching-Friendly Context Over Time 80
The Future of the Coaching-Friendly Context 81
5. The Development of a Coaching Manager
and the Coaching Mind-Set 83
The Naturals 84
The Manager Who Learns to Coach 85
Can Anyone Learn to Coach? 90
The Coaching Mind-Set: An Attitude of Helpfulness 91
The Coaching Manager 98
6. The Coachable Learner 101
The Question of Coachability 101
Case 6.1: The Reluctant Coachee? 102
What Do Employees Want From Their Managers? 105
Hallmarks of the Coachable Learner 107
The Problem of Impression Management 110
Barriers to Coaching: What Does an Apparent Lack of
Coachability Look Like? HI
Coachability: Treat Each Employee as an Individual 122
7. Stopping the Action and Starting a Coaching Dialogue 123
Case 7.1: Aron, the Struggling Team Leader 126
Seizing a Coaching Opportunity With a Coaching Mind-Set 127
Being Vigilant for Learning Opportunities 127
Assessing the Importance of the Opportunity 128
Is the Timing Right? 130
Establish or Reestablish Rapport 131
Ask Reflective Questions, Listen for Understanding 131
On Learning to Ask Useful Questions 137
Help the Employee Define and Take Ownership
of the Real Issue I40
Follow-Up: Ask the Employee About Useful Next Steps 141
Practice Cases: Stopping the Action
and Starting the Dialogue 142
Case 7.2: Is John Headed for Burnout? 142
Case 7.3: Sara, the Frustrated Superstar 144
Stopping Time and the Coaching Dialogue 145
8. The Coaching Mirror 147
Why Are Performance Data, Even
Observational Data, Suspect? 150
The Real Problem: Our Tendency to
Draw Inferences From Selected Data 152
Error and Expectations: What You See Is What You Get 157
Getting the Most From Direct Observation and Other
Approaches to Gathering Performance Data 159
The Coachee s Role 161
The Coaching Manager as Observer: Promoting
Learning and Performance, From the Sidelines 163
9. Providing Balanced and Helpful Feedback 165
The Benefits of Feedback 166
The Problem With Feedback 167
Making Feedback Useful?A Summary 171
The Basics of Providing Balanced Feedback 173
The Emotional Impact of Feedback 180
Maximizing the Value of That Imperfect
Instrument, Feedback 184
Your Development as a Provider of Feedback 186
10. What Does It All Mean? Collaboratively
Interpreting Learning Needs 187
Case 10.1: What s Going On With Jack? 187
Do You Need to Know Why? 190
The Coaching Dialogue 192
Root Causes 193
Individual Factors 194
Cultural Factors 196
Team and Organizational Factors 199
The Importance of Getting It Right When
Interpreting Performance 201
11. Goal Setting and Follow-Up: Making Change Happen 203
Planned Development 204
Setting Goals 207
How People Change 211
Unfreezing 212
Change 213
Refreezing 214
Building Commitment for Learning and Change 215
Conclusions: Goal Setting and Follow-Up 217
12. Coaching and Career Development 219
An Overview of Career Development
in the Modern Organization 221
Knowing What You Want 223
Choosing Learning Goals 229
Who You Know Does Count: Networks,
Supporters, and Blockers 233
Using Developmental Coaching to Address Career
Concerns and Promote Career Development 238
Coaching for Career Development 240
Case 12.1: The Good Employee Who Has
Become Bored With Her Job 241
Case 12.2: The Employee Who Wants
to Move Up (Too Fast!) 243
Case 12.3: The Employee With Work and Family Concerns 245
Conclusions: Developmental Coaching
and Career Development 246
13. Developmental Coaching and Performance Problems 247
Causes of Performance Problems 250
Poor Managers and Poorly Communicated Expectations 251
The Wrong Person in the Wrong Job 252
The Right Person in the Wrong Situation 253
Personal Problems 254
Case 13.1(a): What the Manager Sees 256
Case 13.1(b): What the Manager Hears 256
Case 13.1(c): What the Manager Never Knew 257
Character 258
Team Problems 261
Organizational Change 261
Addressing Performance Problems:
Some Coaching Guidelines 262
14. Using Coaching to Leverage the Investment in the Classroom 265
The Nature of the Problem 266
Transfer of Learning 267
Case 14.1: The Wrong Executive
Education Experience at the Wrong Time 270
Case 14.2: Leadership Education That Helped 271
Case 14.3: The Challenge of Becoming More Strategic 273
Making the Most of Classroom Learning 274
Defining the Learning Goal 276
Choosing the Right Program 277
Following Up 277
The Classroom and the Coaching Manager 278
Epilogue: The Coaching Manager 279
Technology and Coaching 279
Changing Demographics 281
Coaching in Tough Times 281
The Relationship With the Coaching Manager Is the Key 282
A Final Word for Our Coaches, Old and New 283
Appendix 285
References 291
Index 297
About the Authors 303
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| isbn | 9781412977760 |
| language | English |
| lccn | 2009051846 |
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| spelling | Hunt, James M. Verfasser aut The coaching manager developing top talent in business James M. Hunt ; Joeseph R. Weintraub 2. ed. Thousand Oaks, Calif. [u.a.] SAGE 2011 XIX, 304 S. txt rdacontent n rdamedia nc rdacarrier Includes bibliographical references and index Mentoring in business Executives / Training of Leadership Management Führung Führung (DE-588)4018776-7 gnd rswk-swf Coaching (DE-588)4148114-8 gnd rswk-swf Coaching (DE-588)4148114-8 s Führung (DE-588)4018776-7 s DE-604 Weintraub, Joseph R. Verfasser aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=020513829&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Hunt, James M. Weintraub, Joseph R. The coaching manager developing top talent in business Mentoring in business Executives / Training of Leadership Management Führung Führung (DE-588)4018776-7 gnd Coaching (DE-588)4148114-8 gnd |
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| title | The coaching manager developing top talent in business |
| title_auth | The coaching manager developing top talent in business |
| title_exact_search | The coaching manager developing top talent in business |
| title_full | The coaching manager developing top talent in business James M. Hunt ; Joeseph R. Weintraub |
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| title_short | The coaching manager |
| title_sort | the coaching manager developing top talent in business |
| title_sub | developing top talent in business |
| topic | Mentoring in business Executives / Training of Leadership Management Führung Führung (DE-588)4018776-7 gnd Coaching (DE-588)4148114-8 gnd |
| topic_facet | Mentoring in business Executives / Training of Leadership Management Führung Coaching |
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