Best Practice In Performance Coaching

Best Practice in Performance Coaching



Book Details:
Format: PDF
File Size: 1.07 MB
Publisher: Kogan Page Ltd
Author: Wilson, Carol
ISBN: 0749463546
Language: English


Description:

Effective performance coaching helps individuals and organizations achieve their maximum potential, tackle challenges, and reach specific goals. It leads to personal and professional development and helps to create a work-life balance.
Best Practice in Performance Coaching is both an introduction for those thinking of becoming or hiring a coach -- private or corporate -- and a reference guide for experienced coaches. A practical guide to the "what" and "how" of performance coaching, it covers all topics from the personal and executive angle and explains the structure of a coaching relationship. There is extensive guidance on coaching techniques, 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 exercises, a foreword by Sir Richard Branson and international case studies on topics such as creating an in-house coaching service at the BBC, this is a thorough guide to performance coaching.

Content:



▬► Foreword
▬► Foreword
▬► Acknowledgements
▬► Introduction
▬► Part one Fundamentals
▬► The how, who, when and where of coaching for performance and good leadership
▬► What is coaching?
▬► The history of coaching
▬► The seven principles of coaching
▬► The contrast between coaching and related fields
▬► A coaching culture at work: the Virgin empire
▬► Creating a coaching culture
▬► Coaching techniques
▬► Listening
▬► Questioning
▬► Clarifying, reflecting and using intuition
▬► Permission
▬► Giving and receiving feedback
▬► Coaching models
▬► Eq
▬► Grow
▬► Exact
▬► The introductory session
▬► Goal setting
▬► Second session: strategic planning
▬► Intermediate sessions
▬► Final session
▬► Structure within a session
▬► Training as a coach
▬► Who can become a coach?
▬► Levels of mastery in coaching
▬► Choosing a training school
▬► Style of the training
▬► Coaching and training for organizations
▬► Assessment and accreditation
▬► Running a professional coaching practice
▬► Marketing
▬► Finding corporate clients
▬► Internet marketing
▬► Closing the deal
▬► Terms of payment
▬► What to charge
▬► Paperwork
▬► Niche coaching
▬► Professionalism
▬► Mentoring and supervision
▬► Ethics
▬► How to create a coaching culture in organizations
▬► Who can be coached in the workplace?
▬► Confidentiality in the workplace
▬► Informal coaching in the workplace
▬► Uses for coaching skills in the workplace
▬► The purpose of workplace coach training
▬► Measurement in workplace coaching
▬► Coaching across cultures
▬► Creating a coaching culture in the workplace
▬► Conclusion 103
▬► Structure
▬► The coaching series
▬► -->Length of sessions
▬► Early termination and cancellation
▬► The introductory session
▬► Goal setting
▬► Second session: strategic planning
▬► Intermediate sessions
▬► Final session
▬► Structure within a session
▬► Training as a coach
▬► Who can become a coach?
▬► Levels of mastery in coaching
▬► Choosing a training school
▬► Style of the training
▬► Coaching and training for organizations
▬► Assessment and accreditation
▬► Running a professional coaching practice
▬► Marketing
▬► Finding corporate clients
▬► Internet marketing
▬► Closing the deal
▬► Terms of payment
▬► What to charge
▬► Paperwork
▬► Niche coaching
▬► Professionalism
▬► Mentoring and supervision
▬► Ethics
▬► How to create a coaching culture in organizations
▬► Who can be coached in the workplace?
▬► Confidentiality in the workplace
▬► Informal coaching in the workplace
▬► Uses for coaching skills in the workplace
▬► The purpose of workplace coach training
▬► Measurement in workplace coaching
▬► Coaching across cultures
▬► Creating a coaching culture in the workplace
▬► Conclusion 103
▬► Advanced Coaching
▬► Tools, models and international case histories
▬► Coaching tools
▬► Transpersonal coaching
▬► David Grove's clean language, metaphor and emergent knowledge
▬► The talking stick
▬► The change curve and the four-room apartment
▬► Transactional analysis
▬► Values questionnaire
▬► Cultural transformation tools (CTT)
▬► Systemic coaching
▬► Appreciative inquiry
▬► The Myers Briggs Type Indicator (MBTI)
▬► 360-degree feedback
▬► Neuro linguistic programming
▬► Body language
▬► Coaching by telephone
▬► Other models
▬► The role of the coach in the organizational hierarchy
▬► An organizational hierarchy of needs
▬► How people and organizations change
▬► The relationship between the component parts of coaching
▬► Case histories
▬► Delegation and responsibility
▬► Coach training at the NHS
▬► Evaluating coaching at OFGEM
▬► Career development in corporate finance
▬► Building confidence and self-esteem
▬► Creating an in-house coaching service at the BBC
▬► From Beijing to Belgium: coaching the global nomad
▬► From Macedonia: increasing sales through the HRDF Project
▬► From California, USA: career coaching an environmental scientist
▬► From Australia: management development at Orica
▬► From Abu Dhabi: corporate coaching in the United Arab Emirates
▬► From Australia: leading for performance; building a values-driven organization
in IT services
▬► From Japan: management styles and succession planning
▬► Moral dilemmas and coaching challenges
▬► Coaching for Performance ROI
▬► Awareness questions
▬► Worksheets
▬► Sample coaching agreements
▬► Coaching evaluation
▬► Resources
▬► About the author
▬► Index