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A Coach's Guide to Developing Exemplary Leaders: Making the Most of The Leadership Challenge and the Leadership Practices Inventory (LPI)

Book Description

Bring out the best in your leaders!

Done well, leadership and coaching are closely intertwined: Good leaders coach and good coaches lead. Now, in A Coach's Guide to Developing Exemplary Leaders, leadership experts Jim Kouzes and Barry Posner and coaching expert Elaine Biech show you how to incorporate the proven leadership development principles of the bestselling book, The Leadership Challenge to inject a new level of success into your coaching practice or program.

A Coach's Guide to Developing Exemplary Leaders introduces coaches to The Leadership Challenge model, the Leadership Practices Inventory (LPI), and The Five Practices of Exemplary Leadership—Model the Way, Inspire a Shared Vision, Challenge the Process, Enable Others to Act, and Encourage the Heart—and provides a road map for quickly and easily including them in your coaching regiment to:

  • Help leaders develop precise critical skills within The Five Practices

  • Develop high potential leaders to be even more effective

  • Enable leaders to implement The Five Practices in their daily routine

  • Facilitate a leader's transition to a new position

  • Customize a program for the classroom, online, or one-on-one coaching

  • Address questions and facilitate solutions to common problems

Moreover, the book outlines the competencies of accomplished coaching and lists the "6Cs for Coaching"—six specific steps for taking your coaching process from start to finish—so you can apply The Five Practices to your own growth as a coach.

Filled with best practices and success stories as well as worksheets and checklists, A Coach's Guide to Developing Exemplary Leaders hands you a powerful new tool to help your leaders move to excellence.

Table of Contents

  1. Copyright
  2. I. COACHING TO IMPROVE THE FIVE PRACTICES
    1. 1. ACCEPT THE LEADERSHIP CHALLENGE
      1. 1.1. WHAT DO LEADERS DO WHEN THEY ARE AT THEIR BEST?
      2. 1.2. WHAT IS THE LEADERSHIP CHALLENGE MODEL?
      3. 1.3. THE FIVE LEADERSHIP PRACTICES
        1. 1.3.1. Model the Way
        2. 1.3.2. Inspire a Shared Vision
        3. 1.3.3. Challenge the Process
        4. 1.3.4. Enable Others to Act
        5. 1.3.5. Encourage the Heart
      4. 1.4. THE TEN COMMITMENTS OF LEADERSHIP
        1. 1.4.1.
          1. 1.4.1.1. 1. Clarify values by finding your voice and affirming shared ideals.
          2. 1.4.1.2. 2. Set the example by aligning actions with shared values.
          3. 1.4.1.3. 3. Envision the future by imagining exciting and ennobling possibilities.
          4. 1.4.1.4. 4. Enlist others in a common vision by appealing to shared aspirations.
          5. 1.4.1.5. 5. Search for opportunities by seizing the initiative and by looking outward for innovative ways to improve.
          6. 1.4.1.6. 6. Experiment and take risks by constantly generating small wins and learning from experience.
          7. 1.4.1.7. 7. Foster collaboration by building trust and facilitating relationships.
          8. 1.4.1.8. 8. Strengthen others by increasing self-determination and developing competence.
          9. 1.4.1.9. 9. Recognize contributions by showing appreciation for individual excellence.
          10. 1.4.1.10. 10. Celebrate the values and victories by creating a spirit of community.
      5. 1.5. HOW DOES THE LEADERSHIP PRACTICES INVENTORY SUPPORT THE LEADERSHIP CHALLENGE CONCEPT?
      6. 1.6. HOW TO USE THIS BOOK
    2. 2. COACHING TO MODEL THE WAY
      1. 2.1. CLARIFY VALUES
      2. 2.2. SET THE EXAMPLE
      3. 2.3. MODEL THE WAY: PRACTICE FOR THE LPI ITEMS
        1. 2.3.1. 1. I set a personal example of what I expect of others.
        2. 2.3.2. 6. I spend time and energy making certain that the people I work with adhere to the principles and standards we have agreed on.
        3. 2.3.3. 11. I follow through on promises and commitments that I make.
        4. 2.3.4. 16. I ask for feedback on how my actions affect other people's performance.
        5. 2.3.5. 21. I build consensus around a common set of values for running our organization.
        6. 2.3.6. 26. I am clear about my philosophy of leadership.
      4. 2.4. BOOKS, ARTICLES, AND WEBSITES TO RECOMMEND
    3. 3. COACHING TO INSPIRE A SHARED VISION
      1. 3.1. ENVISION THE FUTURE
      2. 3.2. ENLIST OTHERS
      3. 3.3. INSPIRE A SHARED VISION: PRACTICE FOR THE LPI ITEMS
        1. 3.3.1. 2. I talk about future trends that will influence how our work gets done.
        2. 3.3.2. 7. I describe a compelling image of what our future could be like.
        3. 3.3.3. 12. I appeal to others to share an exciting dream of the future.
        4. 3.3.4. 17. I show others how their long-term interests can be realized by enlisting in a common vision.
        5. 3.3.5. 22. I paint the "big picture" of what we aspire to accomplish.
        6. 3.3.6. 27. I speak with genuine conviction about the higher meaning and purpose of our work.
      4. 3.4. BOOKS, ARTICLES, AND WEBSITES
    4. 4. COACHING TO CHALLENGE THE PROCESS
      1. 4.1. SEARCH FOR OPPORTUNITIES
      2. 4.2. EXPERIMENT AND TAKE RISKS
      3. 4.3. CHALLENGE THE PROCESS: PRACTICE FOR THE LPI ITEMS
        1. 4.3.1. 3. I seek out challenging opportunities that test my own skills and abilities.
        2. 4.3.2. 8. I challenge people to try out new and innovative ways to do their work.
        3. 4.3.3. 13. I search outside the formal boundaries of my organization for innovative ways to improve what we do.
        4. 4.3.4. 18. I ask "What can we learn?" when things do not go as expected.
        5. 4.3.5. 23. I make certain that we set achievable goals, make concrete plans, and establish measurable milestones for the projects and programs that we work on.
        6. 4.3.6. 28. I experiment and take risks, even when there is a chance of failure.
      4. 4.4. BOOKS, ARTICLES, AND WEBSITES TO RECOMMEND
    5. 5. COACHING TO ENABLE OTHERS TO ACT
      1. 5.1. FOSTER COLLABORATION
      2. 5.2. STRENGTHEN OTHERS
      3. 5.3. ENABLE OTHERS TO ACT: PRACTICE FOR THE LPI ITEMS
        1. 5.3.1. 4. I develop cooperative relationships among the people I work with.
        2. 5.3.2. 9. I actively listen to diverse points of view.
        3. 5.3.3. 14. I treat others with dignity and respect.
        4. 5.3.4. 19. I support the decisions that people make on their own.
        5. 5.3.5. 24. I give people a great deal of freedom and choice in deciding how to do their work.
        6. 5.3.6. 29. I ensure that people grow in their jobs by learning new skills and developing themselves.
      4. 5.4. BOOKS, ARTICLES, AND WEBSITES
    6. 6. COACHING TO ENCOURAGE THE HEART
      1. 6.1. RECOGNIZE CONTRIBUTIONS
      2. 6.2. CELEBRATE VALUES AND VICTORIES
      3. 6.3. ENCOURAGE THE HEART: PRACTICE FOR THE LPI ITEMS
        1. 6.3.1. 5. I praise people for a job well done.
        2. 6.3.2. 10. I make a point to let people know about my confidence in their abilities.
        3. 6.3.3. 15. I make sure that people are creatively rewarded for their contributions to the success of our projects.
        4. 6.3.4. 20. I publicly recognize people who exemplify commitment to shared values.
        5. 6.3.5. 25. I find ways to celebrate accomplishments.
        6. 6.3.6. 30. I give the members of the team lots of appreciation and support for their contributions.
      4. 6.4. BOOKS, ARTICLES, AND WEBSITES
  3. II. IMPROVE YOUR COACHING COMPETENCE
    1. 7. COACHING FOR SUCCESS
      1. 7.1. A BRIEF AND RECENT HISTORY OF COACHING
      2. 7.2. WHAT IS COACHING?
      3. 7.3. WHY COACHING?
      4. 7.4. BENEFITS OF COACHING
        1. 7.4.1. Benefits to the Organization
        2. 7.4.2. Benefits to the Individual Leader
        3. 7.4.3. Rewards for You, the Coach
      5. 7.5. INTERNAL OR EXTERNAL?
      6. 7.6. WILL I MAKE A GOOD COACH?
      7. 7.7. IS YOUR LEADER COACHABLE?
      8. 7.8. WHAT DO COACHES DO?
      9. 7.9. MANY ROLES, BUT MOSTLY COACHES COMMUNICATE
        1. 7.9.1. Consultant
        2. 7.9.2. Orchestrater
        3. 7.9.3. Advisor
        4. 7.9.4. Challenger
        5. 7.9.5. Helper
      10. 7.10. SUMMARY
    2. 8. COACHING COMPETENCIES
      1. 8.1. SELF-EVALUATION
        1. 8.1.1. Interpreting Your Scores in Six Skill Clusters
        2. 8.1.2. Continue Your Personal Evaluation
      2. 8.2. EXPLORING THE COMPETENCIES
      3. 8.3. COMMUNICATION SKILLS
        1. 8.3.1. 1. Use Direct Communication
          1. 8.3.1.1. Interpersonal Style
          2. 8.3.1.2. Communicate Openly
        2. 8.3.2. 2. Ask Powerful Questions
          1. 8.3.2.1. What Are Powerful Questions?
          2. 8.3.2.2. How to Ask Powerful Questions
          3. 8.3.2.3. Practice Powerful Questions
        3. 8.3.3. 3. Use Active Listening Techniques for Clear Understanding
          1. 8.3.3.1. Check Your Listening Level
          2. 8.3.3.2. Listening: One-Way, Two-Way, All Ways
          3. 8.3.3.3. What Should You Listen For?
        4. 8.3.4. 4. Communicate Persuasively Using Metaphors and Analogies
        5. 8.3.5. 5. Exhibit a Variety of Response Techniques
          1. 8.3.5.1. Reframing
          2. 8.3.5.2. Challenging
          3. 8.3.5.3. No Response
      4. 8.4. INTERPERSONAL PROFICIENCY
        1. 8.4.1. 6. Able to Read Situations Using Observations and Intuition
        2. 8.4.2. 7. Aware of and Open to the Leader's Entire Situation
        3. 8.4.3. 8. Present Constructive Feedback
          1. 8.4.3.1. Giving Feedback
          2. 8.4.3.2. The Ten Commandments of Feedback
          3. 8.4.3.3. Feedback Process
        4. 8.4.4. 9. Confront and Manage Lack of Progress
          1. 8.4.4.1. A Growth Idea for You
        5. 8.4.5. 10. Respect Everyone from Diverse Backgrounds
      5. 8.5. BUILDING RELATIONSHIPS
        1. 8.5.1. 11. Foster Collaboration and Trust
        2. 8.5.2. 12. Support and Challenge the Leader to Stay Action-Oriented
        3. 8.5.3. 13. Build an Intimate Rapport and Maintain Confidentiality
        4. 8.5.4. 14. Provide Recognition That Encourages Skill Building
        5. 8.5.5. 15. Refrain from Giving Specific Advice
          1. 8.5.5.1. To Advise or Not to Advise
          2. 8.5.5.2. Indirect Approach
      6. 8.6. DESIGNING DEVELOPMENTAL PLANS
        1. 8.6.1. 16. Select Appropriate Data Sources and Methods
        2. 8.6.2. 17. Analyze and Diagnose Needs
        3. 8.6.3. 18. Generate Development Options
        4. 8.6.4. 19. Solve Problems
        5. 8.6.5. 20. Create a Results-Oriented Action Plan
      7. 8.7. INSPIRING ACTION
        1. 8.7.1. 21. Recognize a Leader's Readiness for Coaching
        2. 8.7.2. 22. Encourage a Leader's Progress Toward Achieving Goals
        3. 8.7.3. 23. Motivate and Inspire Leaders to Do More Than They Thought They Could
        4. 8.7.4. 24. Sustain a Leader During Setbacks
        5. 8.7.5. 25. Evaluate Outcomes
      8. 8.8. FACILITATING THE COACHING PROCESS
        1. 8.8.1. 26. Establish a Coaching Agreement
        2. 8.8.2. 27. Set Measurable Objectives
          1. 8.8.2.1. Help Your Leader Develop Career Goals
          2. 8.8.2.2. Target Areas That Need Development
        3. 8.8.3. 28. Manage Time and Priorities
          1. 8.8.3.1. Determine Success Indicators
          2. 8.8.3.2. Evaluate Progress
          3. 8.8.3.3. Use Meeting Time Wisely
        4. 8.8.4. 29. Monitor and Hold Leaders Accountable to Achieve Results
        5. 8.8.5. 30. Link Coaching with Other Organizational Learning Efforts
      9. 8.9. SUMMARY
    3. 9. THE COACHING PROCESS
      1. 9.1. THE 6CS OF COACHING TASKS
        1. 9.1.1. Task 1: Clarify the Agreement
        2. 9.1.2. Task 2: Create a Partnership
        3. 9.1.3. Task 3: Collect and Analyze Data
        4. 9.1.4. Task 4: Construct a Development Plan
        5. 9.1.5. Task 5: Collaborate and Challenge
        6. 9.1.6. Task 6: Complete and Celebrate
      2. 9.2. SUMMARY
    4. 10. COACHING WHEN THINGS GO AWRY
      1. 10.1. WHAT'S THE BIGGEST CONCERN?
      2. 10.2. WHAT ELSE CAN GO WRONG?
        1. 10.2.1. Tasks Are Appropriate and Still Not Completed
        2. 10.2.2. The Leader Is Disinterested
        3. 10.2.3. The Leader Is Unavailable for Meetings
        4. 10.2.4. The Leader Is Negative
        5. 10.2.5. The Leader Resists
        6. 10.2.6. Your Leader Is Egotistical
        7. 10.2.7. Your Leader Responds Emotionally
      3. 10.3. IS YOUR LEADER READY FOR COACHING?
      4. 10.4. SHOULD YOU EVER END A CONTRACT EARLY?
      5. 10.5. PROBLEMS ARISING WITH OTHERS
      6. 10.6. TOUGH CONVERSATIONS
      7. 10.7. IT'S ALL GOOD
    5. 11. COACH YOURSELF TO MASTERY
      1. 11.1. YOUR LIFELONG LEARNING AND DEVELOPMENT ARE CRITICAL
      2. 11.2. CREATE YOUR MASTER COACHING DEVELOPMENT PLAN
      3. 11.3. IMPROVE YOUR COACHING KNOWLEDGE AND SKILLS
      4. 11.4. IMPROVE YOUR LEADERSHIP KNOWLEDGE AND SKILLS
      5. 11.5. ENHANCE YOUR INTERPERSONAL ABILITY
      6. 11.6. ASPIRE TO THE BEST YOU CAN BE
        1. 11.6.1. Reference
    6. READING LIST FOR COACHES
      1. Coaching
      2. General Leadership
      3. Leadership Development
      4. Websites
    7. About The Authors