Leadership Solutions

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, PhD, MBA, RN, FAAN, Vice President, Cardiovascular and Critical Care Services Children’s Hospital Boston

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, PhD, Shipley Professor in Management Boston University

A tested approach to developing top performers in business 

Unlike coaching books that focus on performance problems, The Coaching Manager presents a developmental coaching methodology that managers can use to guide employees to achieve higher levels of skill, experience greater engagement with organizations, and promote personal development. Clearly written, without jargon, specific coaching techniques are illustrated through short case studies and self-assessment exercises that help readers apply the principles in their own lives.

Preface
Acknowledgments
1. Introduction: The Coaching Manager
Coaching Can Help, for Employees Who Want to Learn  
Coaching Is Good for You  
Why Don’t More Managers Coach?  
Coaching and Learning  
The Coaching Manager and Emotional Intelligence (EQ)  
Coaching Isn’t the Same as Mentoring  
Why Think About Becoming a Coaching Manager?  
Your Approach to Coaching Determines the Outcome of Your Effort  
2. An Overview of Developmental Coaching
Developmental Coaching: An Example  
A Simple Model of Developmental Coaching  
As You Experiment With Coaching  
3. Defining Success as a Coaching Manager
Coaching Managers Focus on Running a Business  
Not Just Results, but Process: How the Work Gets Done  
What Should the Coaching Manager Pay Attention To? Competency  
If Your Company has a Competency Model  
If Your Company Does Not Have a Useful Competency Model  
Coaching and Selection  
Summary  
4. Creating a Coaching-Friendly Context
Case 4.1: Financial Co.—A Learning Context?  
The Values and Practices of the Coaching-Friendly Context  
The Coaching-Friendly Context and the High-Performance Organization  
Creating a Coaching-Friendly Context in Your Business Unit  
Case 4.2: Fred, the Coach  
Protecting a Coaching-Friendly Context Over Time  
The Future of the Coaching-Friendly Context  
5. The Development of a Coaching Manager and the "Coaching Mind-set"
The Naturals  
The Manager Who Learns to Coach  
Can Anyone Learn to Coach?  
The Coaching Mind-Set: An Attitude of Helpfulness  
The Coaching Manager  
6. The "Coachable" Learner
The Question of “Coachability”  
Case 6.1: The Reluctant Coachee?  
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?  
Coachability: Treat Each Employee as an Individual  
7. Stopping the Action and Starting a Coaching Dialogue
Case 7.1: George, the Struggling Team Leader  
Seizing a Coaching Opportunity With a Coaching Mind-Set  
Being Vigilant for Learning Opportunities  
Assessing the Importance of the Opportunity  
Is the Timing Right?  
Establish or Reestablish Rapport  
Ask Reflective Questions, Listen for Understanding  
On Learning to Ask Useful Questions  
Help the Employee Define and Take Ownership of the Real Issue  
Follow-Up: Ask the Employee About Useful Next Steps  
Practice Cases: Stopping the Action and Starting the Dialogue  
Case 7.2: Is John Headed for Burnout?  
Case 7.3: Sara, the Frustrated Superstar  
Stopping Time and the Coaching Dialogue  
8. The Coaching Mirror
Why Are Performance Data, 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 Other Approaches to Gathering Performance Data  
The Coachee’s Role  
The Coaching Manager as Observer: Promoting Learning and Performance, From the Sidelines  
9. Provinding Balanced and Helpful Feedback
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  
10. What Does It All Mean? Collaboratively Interpreting Learning Needs
Case 10.1: What’s Going On With Jack?  
Do You Need to Know Why?  
The Coaching Dialogue  
Root Causes  
Individual Factors  
Cultural Factors  
Team and Organizational Factors  
The Importance of “Getting It Right” When Interpreting Performance  
11. Goal Setting and Follow-Up: Making Change Happen
Planned Development  
Setting Goals  
How People Change  
Unfreezing  
Change  
Refreezing  
Building Commitment for Learning and Change  
Conclusions: Goal Setting and Follow-Up  
12. Coaching and Career Development
An Overview of Career Development in the Modern Organization  
Knowing What You Want  
Choosing Learning Goals  
Who You Know Does Count: Networks, Supporters, and Blockers  
Using Developmental Coaching to Address Career Concerns and Promote Career Development  
Coaching for Career Development  
Case 12.1: The Good Employee Who Has Become Bored With Her Job  
Case 12.2: The Employee Who Wants to Move Up (Too Fast!)  
Case 12.3: The Employee With Work and Family Concerns  
Conclusions: Developmental Coaching and Career Development  
13. Developmental Coaching and Performance Problems
Causes of Performance Problems  
Poor Managers and Poorly Communicated Expectations  
The Wrong Person in the Wrong Job  
The Right Person in the Wrong Situation  
Personal Problems  
Case 13.1(a): What the Manager Sees  
Case 13.1(b): What the Manager Hears  
Case 13.1(c): What the Manager Never Knew  
Character  
Team Problems  
Organizational Change  
Addressing Performance Problems: Some Coaching Guidelines  
14. Using Coaching to Leverage the Investment in the Classroom
The Nature of the Problem  
Transfer of Learning  
Case 14.1: The Wrong Executive Education Experience at the Wrong Time  
Case 14.2: Leadership Education That Helped  
Case 14.3: The Challenge of Becoming More Strategic  
Making the Most of Classroom Learning  
Defining the Learning Goal  
Choosing the Right Program  
Following Up  
The Classroom and the Coaching Manager  
Epilogue: The Coaching Manager
Technology and Coaching  
Changing Demographics  
Coaching in Tough Times  
The Relationship With the Coaching Manager Is the Key  
A Final Word for Our Coaches, Old and New  
Appendix
References
Index
About the Authors

“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, PhD, MBA, RN, FAAN,
Vice President, Cardiovascular and Critical Care Services Children’s Hospital Boston

"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, PhD
Shipley Professor in Management Boston University

"A practical introductory text in developing coaching managers."

Carole Robin
Stanford University

Very well written. Too practical for course adoption.

Professor Bryan Deptula
Management, Central Washington University
February 19, 2014

Did not include sufficient emphasis for an introductory book

Dr VANA PREWITT
School Of Business, Mount Olive College
January 21, 2013
Key features

New and Hallmark Features of the Second Edition

  • New material and cases demonstrate how developmental coaching can be integrated with goal setting and selection to create an integrated talent management process that is appropriate at all levels of organizations.
  • Based on the experience of practicing managers, the text draws on research, teaching, and consulting contacts with more than 4,000 leaders who employ coaching in various business disciplines.
  • Real-world examples and mini-cases illuminate key points—like giving readers a "personal coach" throughout the book.
  • Methods are presented for developing good employees and making them great, rather than spending time rehabilitating problem employees.
  • A coaching model solidly grounded in adult learning theory helps readers reflect on their strengths and weaknesses.

For instructors

Please select a format:

Purchasing options

Please select a format:

ISBN: 9781412977760
58.95 CAD
£48.99
64.00 INR
$76.00