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Table Of Contents

List of figures and tables
Acknowledgements
What is coaching?
EXTERNAL COACHING
INTERNAL COACHING
MENTORING
COUNSELLING/THERAPY
TEACHING AND TRAINING
CONSULTANTS
WHY IS COACHING SO VALUABLE?
THE BENEFITS OF COACHING: SOME EXAMPLES
Becoming an effective leader and coach
WHAT MAKES A GOOD LEADER?
GIVING PERMISSION
WHAT IS THE INTENTION?
BEING A ROLE MODEL
SHARING LEADERSHIP
RECOGNISING INDIVIDUAL NEEDS
WHAT MAKES AN OUTSTANDING LEADER?
MANAGERS/COACHES
FINDING SOLUTIONS
AVOIDING THE PITFALLS OF INTERNAL COACHING
Table 1 The differences between coaching and mentoring
KNOWING WHEN TO COACH AND WHEN TO MENTOR
Chapter 4 . The differences between coaching and mentoring 29
COACHING ‘ON THE SPOT’
COACHING IS A TWO-WAY PROCESS
Establishing the right climate
WELL ORGANISED AND CONFIDENTIAL
BEING NON-JUDGEMENTAL
ENSURING OBJECTIVITY
REMAINING RESPECTFUL
BEING CHALLENGING
ENSURING MANAGEABILITY
TIME-BOUND
QUIET AND UNINTERRUPTED
FOCUSING ON YOUR COACHEE’S BEST INTERESTS
BEING TRUTHFUL AND HAVING INTEGRITY
BUILDING TRUST
PROMOTING SELF-AWARENESS
Coaching models
DEVELOPING PEOPLE SKILLS
THE GROW MODEL
ASKING OPEN QUESTIONS
THE ERR MODEL
Situation + Thoughts + Space + Reactions = Result
THE JOHARI WINDOW
Fig. 3. The Johari window
LEARNING EXPERIENTIALLY
Coaching tools and exercises
THE PREP FORM
IDENTIFYING YOUR VALUES
THE WHEEL
Fig. 6. A job performance wheel
Fig. 7. A leader’s wheel
GETTING TO THE HEART OF LIMITING BELIEFS
CONFRONTING THE ENERGY-DRAINERS
Fig. 8. Energy running out of the cup
THE SDOC TOOL
INCREASING CONFIDENCE AND SELF-ESTEEM
VISUALISING
MAKING DECISIONS
THE TWO POSSIBILITIES
NEURO-LINGUISTIC PROGRAMMING
EMPLOYING PSYCHOMETRIC TOOLS
USING CLEAN LANGUAGE
EMPLOYING ALTERNATIVE METHODS TO COACHING
Effective communication skills
CREATING A GOOD COACHING RELATIONSHIP
USING APPROPRIATE LANGUAGE
LISTENING AT A DEEP LEVEL
ASKING EFFECTIVE QUESTIONS
LIMITING BELIEFS/ASSUMPTIONS
GIVING EFFECTIVE FEEDBACK
COMMUNICATING NON-VERBALLY
PRESENCE AND SILENCE
AVOIDING MISUNDERSTANDINGS
UNCOVERING THE TRUTH
STATING YOUR TRUTH
USING BODY LANGUAGE
Respecting others’ worldviews and motivating your coachees
BEING RESPECTFUL
ACCEPTING DIFFERENCES
MOTIVATING YOUR COACHEES
APPRECIATIVE INQUIRY
INDIVIDUAL BARRIERS
ORGANISATIONAL BARRIERS
THE COACH’S OWN BARRIERS
ESTABLISHING THE BOUNDARIES
ALLOWING SPACE FOR IDEAS TO COME OUT
Setting up the first session
PREPARING YOUR COACHEES
CONFRONTING POOR BEHAVIOUR
TONE OF VOICE AND INFLECTION
Presenting a business case for coaching
ESTABLISHING THE OUTCOMES AND OBJECTIVES
RUNNING A PILOT PROGRAMME
A MODEL FOR PRESENTING A BUSINESS CASE
Fig. 10. Preparing a business case
EVALUATING THE EFFECTIVENESS OF A COACHING
SUPER-VISING
THE SUSTAIN MODEL
THE CIRCLE MODEL
SELF-SUPER-VISION
CO-COACHING
TEAM OR GROUP COACHING
CO-COACHING AND TEAM COACHING: EXERCISES
Organisational approaches to coaching
& Centralised and structured
CENTRALISED AND STRUCTURED
ORGANIC AND EMERGENT
TAILORED MIDDLE GROUND
Useful resources
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Coaching

Coaching

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Published by ubiktrash

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Published by: ubiktrash on Mar 06, 2013
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11/04/2013

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