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Performance Coaching, 2nd Edition

Book Description

Performance Coaching offers a guide to the fundamentals of coaching with an overview of all the key principles, tools and case studies you need to develop more advanced knowledge. Whether you're thinking about becoming a coach, already running a professional coaching practice or thinking about how you can embed a coaching culture in your organization, Carol Wilson illustrates how to develop a best practice approach. Using practical tools throughout and with international case studies to illustrate the various cultural challenges coaches and managers can face, Performance Coaching is a complete resource for developing coaching in any organization. This new edition of Performance Coaching has been completely updated to offer a greater focus on building a coaching culture in organizations and the challenges that leaders face in understanding and developing a coaching approach.

Table of Contents

  1. Cover
  2. Title Page
  3. Copyright
  4. Contents
  5. About the author
  6. Foreword by Sir John Whitmore
  7. Foreword by Sir Richard Branson
  8. Acknowledgements
  9. PART ONE The fundamentals of performance coaching
    1. Introduction
    2. 01 What is coaching?
      1. Origins of the term ‘coaching’
      2. The principles of coaching
      3. Types of coaching
    3. 02 The differences between coaching, therapy, counselling, mentoring and consultancy
      1. Coaching
      2. Therapy: psychiatry, psychology and psychotherapy
      3. Counselling
      4. Mentoring
      5. Consultancy
      6. Comparisons
    4. 03 The directive–non-directive continuum
      1. Resisting the urge to offer solutions
      2. The differences between coaching and mentoring
      3. Clean coaching
      4. The client’s demands
      5. Advice from Association for Coaching members
      6. The coaching–mentoring–management continuum
    5. 04 Self-limiting beliefs
      1. Formation of self-limiting beliefs
      2. Challenging self-limiting beliefs
    6. 05 Coaching and neuroscience
      1. Neuroscience and bullying
      2. Goal-setting
      3. Positive feedback and learning
      4. Self-directed learning
      5. Insights
      6. Multi-tasking
  10. PART TWO Creating a coaching culture in organizations
    1. Introduction
    2. 06 The meaning of a coaching culture
      1. The coaching culture at Virgin
      2. The pillars of a coaching culture
      3. Other examples of coaching cultures
    3. 07 Ten steps to creating a coaching culture
      1. The ten-step plan
      2. Kent County Council’s South East Coaching and Mentoring Network
    4. 08 Coaching in the workplace
      1. Uses for coaching in the workplace
      2. Internal coaching
      3. External coaching
      4. Coachable moments
      5. Speed coaching in industry
    5. 09 Coach training in the workplace
      1. How to choose a coach training supplier
      2. The length and depth of coach training
      3. Training coaches at the BBC
      4. Training the coach trainer at IKEA
    6. 10 Coaching in leadership
      1. Identifying the traits of leadership
      2. Coaching skills vs behaviour and attitude
      3. Transformational Leadership Programme at CLM 2012 Olympic Delivery Partner
      4. Leadership and coaching in the arts sector
      5. Coaching a senior team leader in a multinational organization
    7. 11 Cross-cultural coaching
      1. What are cultural differences?
      2. Cultural differences in team roles
      3. Coach training for sales leaders at a global business services organization
      4. Creating a global coaching culture
      5. Insights in Finland
      6. Cross-cultural differences across roles
    8. 12 Coaching in schools
      1. The alignment of coaching with learning
      2. A coaching programme for North Somerset schools
      3. Coach training for teachers in Hong Kong
      4. Coaching adolescents
    9. 13 Coaching for Crisis at Christmas
    10. 14 Corporate social responsibility and shared value: bringing business and society back together
      1. What is corporate social responsibility?
      2. Organizations who care
      3. Shared value
      4. The emergence of the ‘social enterprise’
    11. 15 Bullying in the workplace
      1. Bullying: nature or nurture? The neural perspective
      2. Reforming the bully
      3. Coaching the accidental bully
      4. How to cope with being bullied
    12. 16 Resilience in leadership
      1. What is resilience?
      2. Resilience in leaders
      3. What makes a resilient organization?
      4. Developing resilience
    13. 17 Coaching supervision: a workplace perspective
      1. Differences between traditional and coaching supervision
      2. Supervision in therapy
      3. Coaching supervision in the workplace
      4. What to do in a coaching supervision session
      5. Types and frequency of supervision
      6. Credentials of the coaching supervisor
    14. 18 ROI: Measuring the return on investment in coaching
      1. Planning
      2. How to get quantifiable results from surveys
      3. Leveraging feedback
      4. Leveraging research
      5. Measuring the value of coaching at OFGEM
      6. Conclusion
  11. PART THREE Skills for coaches and managers
    1. Introduction
    2. 19 Listening
      1. The five levels of listening
      2. The power of listening
      3. Non-verbal signals
    3. 20 Reflecting, summarizing and clarifying
      1. Reflecting
      2. Summarizing
      3. Clarifying
      4. Benefits
    4. 21 Questioning
      1. Open and closed questions
      2. Beware of judgemental questions
      3. Beware of leading questions
      4. Beware of multiple questions
      5. The significance of silence
    5. 22 Permission protocol
      1. Permission as a tool
      2. Permission protocol
      3. When is permission not permission?
      4. Permission and the need for control
    6. 23 The GROW coaching model
      1. The history of GROW
      2. Practical application
      3. Flexibility of GROW
    7. 24 The EXACT model: a coaching approach to goal setting
      1. The EXACT goal-setting model
      2. Comparison between EXACT and SMART goals
      3. How to set a goal
      4. Goal setting with teams
      5. Conclusion
    8. 25 Coaching feedback
      1. Why feedback models don’t work
      2. Eliciting self-feedback
      3. Relationship to the GROW model
      4. General feedback guidelines
    9. 26 The structure of coaching
      1. The coaching contract
      2. Structure of a coaching session
      3. Structure for a series of coaching sessions
    10. 27 Setting and reviewing actions
      1. Exploring the ‘Will’ part of GROW
      2. Setting actions
      3. Reviewing actions
  12. PART FOUR Tools of the trade: continuing professional development
    1. Introduction
    2. 28 David Grove’s Clean Language
      1. History and principles of Clean Language
      2. Metaphor
      3. Traumatic memory
      4. Clean Language questions
      5. Reflecting words back
      6. Clean conversations
      7. Clean Language in coaching
      8. Clean Language at the BBC
      9. Grovian techniques in industry
      10. Research into Clean Language
    3. 29 David Grove’s Emergent Knowledge
      1. Clean Space
      2. Principles of Emergent Knowledge
      3. Science of Emergence
      4. Small world networks
      5. Emergent Knowledge processes
      6. Clean Language and Emergent Knowledge for BBC internal coaches
      7. Emergent Knowledge in one-to-one coaching
    4. 30 Transpersonal Coaching
      1. Origins of transpersonal psychology
      2. Sub-personalities
      3. Transcript of a coaching session by Sir John Whitmore
      4. Commentary by Sir John Whitmore
    5. 31 An introduction to neuro-linguistic programming
      1. The origins of NLP
      2. NLP processes
      3. NLP at work
      4. Conclusion
    6. 32 Systemic Coaching
      1. Systems in families, teams and communities
      2. Knock-on effect of change
      3. Repetition of childhood behaviour
      4. Coaching the organization
      5. Systems theory, cybernetics, family systems theory, complexity theory and chaos theory
      6. Systemic Coaching in the public sector
    7. 33 Transactional Analysis and the OK Corral
      1. Social transactions
      2. The states of parent, child and adult
      3. Changing behaviour
      4. Franklyn Ernst’s OK Corral
    8. 34 360-degree feedback
      1. The process
      2. Pitfalls
      3. Coaching the results
      4. Alternatives
    9. 35 The Reuven Bar-On Emotional Quotient inventory (BarOn EQ-i)
      1. History
      2. The five elements
      3. Validity safeguards
      4. Emotional intelligence in the IT department
    10. 36 Thomas-Kilmann Conflict Mode Instrument
      1. Dealing with conflict
      2. Using the TKI
      3. Pitfalls of using the TKI
      4. The conflict continuum
      5. The TKI at work
    11. 37 Marshall Rosenberg’s ‘Non-Violent Communication’
      1. Exploring conflict
      2. Finding the compromise
    12. 38 Situational Leadership
      1. Origination by Blanchard and Hersey: the original quadrants
      2. Blanchard’s revised quadrants
      3. Delivering all types of leadership in a coaching style
      4. Situational Leadership and Japanese hierarchy
    13. 39 Kouzes and Posner: The Leadership Challenge
      1. Development by Kouzes and Posner
      2. The five elements
    14. 40 Cultural Transformation Tools
      1. Origination by Richard Barratt
      2. The Seven Levels of Consciousness
      3. Identifying values
      4. Building a values-driven organization in IT services
    15. 41 The Inner Game
      1. Timothy Gallwey’s background
      2. The inner opponent
      3. The Work Triangle
      4. Non-judgemental awareness
      5. Self-directed learning
      6. The Inner Game in team building
    16. 42 Nancy Kline’s Thinking Environment
      1. Origins of the Thinking Environment
      2. The 10 components of a Thinking Environment
      3. The Thinking Session
      4. The Incisive Question
      5. The power of listening
      6. The Thinking Partnership in action
    17. 43 Appreciative Inquiry
      1. Origins of Appreciative Inquiry
      2. The four stages of Discovery, Dream, Design and Destiny
      3. Appreciative Inquiry in the United Arab Emirates
    18. 44 Mindfulness
      1. History of mindfulness
      2. Relaxation exercises
      3. Mindfulness in yoga and other practices
      4. Mindfulness in conflict
      5. Mindfulness questions
      6. Mindfulness at work
    19. 45 Elizabeth Kubler Ross’s Change Curve six stage model
      1. The six stages of the Change Curve
    20. 46 Bruce Tuckman’s ‘forming, storming, norming and performing’ team development model
      1. The four elements of team development
      2. Addition of ‘adjourning’
      3. Additions of ‘mourning’ and ‘dorming’
      4. Recommendations for teams and team leaders
    21. 47 The Myers-Briggs Type Indicator (MBTI®)
      1. Jung’s archetypes
      2. Development by Isabel Myers and Katherine Briggs
      3. The 16 personality types
      4. The difference between extraversion and introversion
      5. MBTI in team development
    22. 48 The Enneagram
      1. Ancient history
      2. The nine types
      3. Differentiating core values from personality traits
      4. Manifestation of types
    23. 49 Kolb’s learning styles
      1. Background
      2. The learning styles quadrants
      3. The four preferences
      4. Learning styles at work
    24. 50 DISC
      1. The four types
      2. William Moulton Marston’s instigation of behavioural science
      3. Comparison with Jung’s archetypes and MBTI personality types
      4. DISC in team building
    25. 51 Johari Window
      1. Development by Joseph Luft and Harry Ingham
      2. The four quadrants
      3. Dangers of public feedback
      4. Team development with the Johari Window
    26. 52 More team role models
      1. Belbin’s Team Role Inventory
      2. FIRO-B (Fundamental Interpersonal Relations Orientation)
      3. Nigel Risner’s animal types
      4. Conclusion about team models
      5. The case against learning styles
  13. Conclusion
  14. References
  15. Index