Leading for learning how managers can get business results through developmental coaching and inspire deep employee commitment
People do their best work when they are motivated. This may sound obvious, but while people managers instinctively agree with the centrality of motivation at work and its impact on employee engagement, their practices do not follow. With so much "real work" to do every day, how can manager...
| Otros Autores: | |
|---|---|
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Boca Raton, FL :
Routledge
2021.
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| Edición: | 1st ed |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009630563206719 |
Tabla de Contenidos:
- Cover
- Half Title
- Title Page
- Copyright Page
- Table of Contents
- Acknowledgments
- Author
- Introduction
- Why You Should Read this Book
- As a People Manager, You're Expected to Coach Others
- You Have Nagging People and Business Issues
- You Want to Become a Guide for Others
- You Need People to Learn Faster and Systematically
- A Coaching Skillset and Mindset
- Coaching Mindset #1: Developing Others Means Developing Oneself
- Coaching Mindset #2: Cultivating Curiosity about Others
- Coaching Mindset #3: Resistance is the Answer, Not the Problem
- A Global Perspective and Approach
- Does this Method Work?
- The Origins of Coaching, Briefly
- What this Book is Not
- Book Summary by Chapter
- Notes
- 1 Developmental Coaching
- What's the Big Deal about Coaching?
- What is Developmental Coaching?
- Why Developmental Coaching?
- The Need for Purpose
- Employee Engagement
- Retention and Discretionary Effort
- Stabilizing Forces in Times of Disruption
- Learning and Psychological Flexibility
- Notes
- 2 The Developmental Coaching Model
- Why this Model?
- A High-Level View of the Developmental Coaching Model (DCM)
- The Developmental Coaching Model (DCM)
- Phase I - Build Trust (Step #1)
- Phase II - Contracting (Steps #2, #3, and #4)
- Phase III - Work the Idea/Issue (Steps #5, # 6, #7)
- Using the Model with One's Peers or Manager
- It's Practice that Matters
- Notes
- 3 Phase I: Build Trust
- Want to Get Better at Trust?
- Can We Really Expect to Adequately Understand Trust?
- Two Rules of Trust
- Rule #1: Have the Coachee's Best Interest at Heart
- Rule #2: Be Contextually Competent
- How to Accelerate Trust
- Increase Curiosity
- Never Stop Raising Your Self-Awareness
- Stay in the Present
- Tips to Stay in the Present
- "Join" Others
- Detect Non-Verbal Language and Context.
- Be Aware of Power Dynamics
- Use the Developmental Coaching Model
- Trust Challenges
- Trust Challenge #1: Not Wanting to Upset a Harmonious Relationship
- Considerations and Approaches for Trust Challenge #1
- Trust Challenge #2: The Coachee is Highly Resistant
- Considerations and Approaches for Trust Challenge #2
- Trust Challenge #3: You Know "The Answer"
- Considerations and Approaches for Trust Challenge #3
- Trust Challenge #4: Remote Coaching
- Considerations and Approaches for Trust Challenge #4
- Trust Challenge #5: You are Completely Stuck! Who Shifts?
- Considerations and Approaches for Trust Challenge #5
- The Time It Takes
- Notes
- 4 Phase II: Contracting
- Coach-Led Contracting (Steps #2, #3, and #4)
- Coach-Led Contracting is Like Setting the Table
- Step #2: Dilemma. Why is this Important?
- W: Identify the "Want"
- Coach-Led Case #1: Julian Has an Unsatisfied Customer
- Challenges with the "Want"
- D: Dilemma - Your Theory
- Contrasting Dilemmas and Problems
- Challenges with the Developmental Dilemma
- W: WIFM (What's in It For Me?)
- Challenges with the WIFM
- How Does a Coach-Led WDW Sound?
- Example of Step #1-2 - Alicia Focuses on External Customers
- Example of Step #2 WDW - Following up on a Prior Coaching Conversation
- Analyzing the Mechanics of Step #2
- Step #3: Agree on the Topic
- The Arrow
- Challenges of Step #3
- Step #4: " How Can I Be Useful (In this conversation)?"
- What Else Happens in Step #4?
- Challenges of Step #4
- Coach-Led Contracting (Steps #1-4)
- Client-Led Contracting (Steps #2, #3, and #4)
- What's Different about Client-Led Coaching
- Client-Led Coaching Opportunities are Often Camouflaged
- Client-Led Coaching Opportunities Come at Inconvenient Moments
- How Does Client-Led Contracting Sound? (Steps #1-4)
- Sergei's Case: Further Analysis.
- Contracting Wisdoms
- Wisdom #1: See Resistance As Natural and Necessary
- Wisdom #2: Be Transparent
- Wisdom #3: Be Highly Attentive to Power Dynamics
- When the Coachee Is a Peer or Manager
- When the Coachee Is a Peer
- When the Coachee Is the Manager
- Final Comments on Contracting
- Notes
- 5 Phase III: Work the Idea/Issue
- Step #5: Prompt the Client to Find Solutions
- Transition Questions
- Active Listening
- What If the Coach Is Working Harder than the Client?
- What If the Coach Becomes Confused or Lost?
- What If the Client Backs Away or Resists Looking for Solutions?
- Challenges of Step #5
- Step #6: Provide Your Experience to Help Guide
- Challenges of Step #6
- Step #7: Summarize. How Do You Feel? Was this Useful?
- The Coach Gets Feedback
- Sample Closing Questions
- Challenges of Step #7
- Bringing It All Together: A Coaching Conversation Steps #1-7
- Notes
- 6 Becoming a Manager-Coach
- Tools and Practices
- Starting to Coach and Building the Practices
- Draft Your Leadership "Bumper Stickers"
- Make No Assumptions
- Define Terms
- Walk Yourself through Step #2 of the Model
- Establish the Coaching Expectation of Yourself and Your Direct Reports
- Reframe the Purpose of Coaching When Necessary
- Establish Metrics
- Keep the Feedback Loop Going
- Other Supportive Practices
- Variations of Coaching
- Performance Problems
- Problem-Solving With a Coaching Mindset
- Notes
- Epilogue
- Index.
