Effective coaching

Effective managers know their job is to help employees succeed, not to give them orders. They create relationships that build collaboration and meaningful performance improvement. These managers know that when they facilitate the success of their team members, they facilitate their own success. Effective Coaching teaches you practices you can use immediately to engender employee commitment and help employees gain the skills necessary to sustain and grow any type of organization. You'll learn:

The attributes of a successful coach How to set up an effective coaching session How to use coaching to correct unproductive behavior How to use coaching to be a better trainer

Briefcase Books, written specifically for today's busy manager, feature eye-catching icons, checklists, and sidebars to guide managers step-by-step through everyday workplace situations. Look for these innovative design features to help you navigate through each page:
-Clear definitions of key terms and concepts
-Tactics and strategies for coaching employees
-Tricks of the trade for executing effective coaching techniques
-Practical advice for minimizing the possibility of error
-Warning signs for when things are about to go wrong
-Examples of successful workplace coaching
-Specific planning procedures, tactics, and hands-on techniques

Author Notes

Marshall J. Cook is professor emeritus, Division of Continuing Studies at the University of Wisconsin-Madison. He is the author of more than 30 business books.
Laura Poole is an Associate Certified Coach (ACC), credentialed by the International Coach Federation. She founded her own coaching practice, Archer Coaching.

Preface	p. ix
About the Authors	p. xii
1 The Goals of Good Coaching	p. 1
Why Should a Manager Be a Coach?	p. 1
Are You Tapping Your Most Valuable Resource?	p. 2
Accessibility	p. 2
The Benefits of Good Coaching	p. 6
Meanwhile, Back at the Publishing Group	p. 11
The Coach's Checklist for Chapter 1	p. 14
2 The Attributes of a Good Coach	p. 15
Coaching: Definitions and Distinctions	p. 16
Characteristics of a Good Coach	p. 19
Translating Attitudes into Actions	p. 28
The Coach's Checklist for Chapter 2	p. 31
3 What Do Your Players Want?	p. 32
Looking Beyond the Paycheck	p. 33
Three Drives That Motivate Your Staff	p. 33
Strategies for Motivational Coaching	p. 40
The Coach's Checklist for Chapter 3	p. 44
4 The Signs of Good Coaching	p. 45
Body Language	p. 45
"Speaking" Body Language	p. 49
The Elements of a Good Coaching Session	p. 51
The Coach's Checklist for Chapter 4	p. 60
5 Asking Good Questions	p. 61
Why Ask Questions?	p. 63
The Qualities of Effective Coaching Questions	p. 63
Seven Major Types of Questions	p. 71
Three Techniques for Asking Questions	p. 76
The Coach's Checklist for Chapter 5	p. 76
6 Powerful Listening	p. 78
Three Levels of Listening	p. 78
Seven Keys to Effective Listening	p. 85
Moving Beyond Listening	p. 92
The Coach's Checklist for Chapter 6	p. 93
7 Creating Solutions Through Coaching	p. 94
Six Steps to Effective Problem Solving	p. 95
Solution-Focused Coaching	p. 101
Degrees of Difficulty	p. 103
The Coach's Checklist for Chapter 7	p. 111
8 The Coach as Trainer	p. 112
Guidelines for the Coach as Trainer	p. 113
Before, During, and After Training	p. 118
What Kind of Trainer Are You?	p. 121
Four Stages of Learning	p. 121
The Learner's Point of View	p. 123
An Ideal Training Session	p. 126
How Will You Know If It Worked?	p. 126
The Coach's Checklist for Chapter 8	p. 127
9 The Coach as Mentor	p. 129
Types of Mentoring	p. 130
Effective Mentoring	p. 132
Mentoring to Define the Work	p. 137
Mentoring to Motivate	p. 138
Respecting the Boundaries of Mentoring	p. 140
The Coach's Checklist for Chapter 9	p. 141
10 The Coach as Corrector	p. 142
Make It an Encounter, Not a Confrontation	p. 142
Positive Specific Action	p. 144
Define Consequences Clearly	p. 146
Build on the Possible	p. 147
Look to the Future	p. 149
Performance Killers	p. 149
The Coach's Checklist for Chapter 10	p. 154
11 Coaching Trouble Spots	p. 155
Lack of Authentic Purpose	p. 100
Anxiety (Yours)	p. 159
Fear/Distrust (Theirs)	p. 160
Resistance to Change	p. 162
Lack of Coaching Skills	p. 163
Language Barriers	p. 164
Coaching Obstacles	p. 166
The Coach's Checklist for Chapter 11	p. 170
12 Steps to Effective Coaching	p. 171
Step 1 Build Rapport	p. 173
Step 2 Identify the Issue or Goal	p. 175
Step 3 Create Vision	p. 176
Step 4 Brainstorm Approaches	p. 177
Step 5 Establish an Action Plan	p. 180
Step 6 Commitment and Accountability	p. 182
Step 7 Acknowledgment	p. 183
Step 8 Follow-Up	p. 184
The Coach's Checklist for Chapter 12	p. 184
13 Once More, with Feedback	p. 186
Elements of Effective Feedback	p. 187
Before You Deliver Feedback	p. 191
Delivering Bad News	p. 192
Feedback on Your Feedback	p. 197
The Coach's Checklist for Chapter 13	p. 199
14 Coaching and Rewards	p. 200
Tangible Rewards	p. 201
Symbolic Rewards	p. 203
Intangible Rewards	p. 204
Rules of Rewarding	p. 204
The Coach as a Cheerleader	p. 207
The Coach's Checklist for Chapter 14	p. 207
15 Principles of Good Coaching (and Good Living)	p. 209
The Principle of Getting Started	p. 209
The Illusion of Control	p. 210
The Principle of Decisions	p. 210
The Principle of Change	p. 211
The Principle of Time	p. 212
The Principle of Questions	p. 214
The Principle of Mistakes	p. 215
The Principle of Anger	p. 216
The Illusion of Objectivity	p. 217
The Principle of the Big Picture	p. 217
The Principle of Fear	p. 218
The Principle of Role Modeling	p. 218
The Principle of Life	p. 219
The Coach's Checklist for Chapter 15	p. 219
Index	p. 221

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Summary

Summary

Author Notes

Table of Contents