Building an Organizational Coaching Culture Creating Effective Environments for Growth and Success in Organizations
Otros Autores: | , |
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Formato: | Libro electrónico |
Idioma: | Inglés |
Publicado: |
Abingdon, England :
Routledge
[2024]
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Edición: | First edition |
Materias: | |
Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009869111706719 |
Tabla de Contenidos:
- Cover
- Endorsements Page
- Half Title
- Title Page
- Copyright Page
- Dedication
- Table of Contents
- Editors
- Notes on Contributors
- Foreword
- Preface
- Acknowledgments
- The Purpose of the Book
- The Organization of the Book
- Part I: Setting the Stage for Successful Implementation of a Coaching Culture in Organizations
- 1 Why Coaching Culture Organizations?
- Introduction
- Defining Key Terms
- Coaching Culture Is a Developmental Undertaking
- Inner Framework-Mindset/Being
- Preparations and Activities-Doing/Working
- Outer Framework-Results
- A Metaphor as a Coaching Culture Model in Organizations
- Characteristics of an Organization with and Without Established Coaching Culture
- Coaching Culture Improves OD Effectiveness
- Crucial Components for Creating a Coaching Culture
- Coaching Culture Builds Exceptional Organizations
- Advantages and Benefits of an Organizational Coaching Culture
- Possible Obstructions for a Workable Coaching Culture
- Key Takeaways
- Coaching and Developmental Questions
- Recommended Reading and Supporting Resources
- 2 Strategic Planning from Vision, Mission, Values, and Principles
- Introduction
- Defining Key Terms
- Role of Strategic Planning in Organization's Success
- Contrast Between Organization's Vision Statement and Mission Statement
- Vision Statement
- Mission Statement
- Being and Doing
- Mindset, Attitude, Behavior, and Performance: A Direct Correlation to Building a Coaching Culture in Organizations
- Mindset
- Attitude
- Behavior
- Performance
- Defining the Organization's Principal Values
- Differentiating Between Values and Goals
- How Do Individuals Choose Their Values?
- Type of Existing Values and Principles
- Steps to Determine Organizations' Principal Values
- What Are the Attributes of a Vision?
- Key Takeaways.
- Coaching and Developmental Questions
- Recommended Supporting Resources
- 3 Working with Organizational Leaders
- Introduction
- Defining Key Terms
- Support Organizational Leaders
- Assessing the Situation
- Modifying Coaching Strategy
- Organizational Leaders' Role in a Coaching Culture
- Model Behavior
- Establish and Align Expectations
- Allocate Resources
- Aligning Organizational Goals
- Establishing a Coaching Program
- Provide Training
- Incorporate Coaching into Performance Management
- Recognize and Reward Coaching
- Leadership Approach
- Command-Control Approach
- Empowered Approach
- Leadership Approach for Coaching Culture
- Coaching and Being Coached
- Key Takeaways
- Coaching and Developmental Questions
- Recommended Reading and Supporting Resources
- 4 Talent Management, Retention, and Development
- Introduction
- Defining Key Terms
- Models to Guide Talent Management
- Strategic, Management-Oriented Talent Management
- Tactical Talent Management
- The Tactical Talent Management Model
- The Role of Coaching and Coaching Culture in Talent Management
- Key Takeaways
- Coaching and Developmental Questions
- Recommended Reading and Supporting Resources
- 5 Succession Planning: The Future of an Organization's Leadership
- Introduction
- How Is Succession Planning Defined?
- Inappropriate Assumptions about Succession Planning
- Appropriate Assumptions about Succession Planning
- Why Is Succession Planning Important?
- What Are the Most Important Issues in Succession Planning?
- What Problems Are Commonly Experienced as Organizations Launch Succession Planning Programs?
- How Can the Problems with Succession Planning Programs Be Overcome?
- How Does Coaching and Coaching Culture Relate to Succession Planning?
- Coaching Models
- The GROW Model
- Other Coaching Models.
- Standards for a Coaching Culture
- How the Coaching Models Relate to Succession Planning
- Key Takeaways
- Coaching and Developmental Questions
- Recommended Supporting Resources
- 6 Using Communication and Dialogue in Building Organizational Coaching Cultures
- Keyword Definitions
- Introduction
- The Power of Dialogue in a Coaching Culture
- Chapter Structure and Preview
- Definition of Dialogue and Examples
- Dialogue: The Foundation of Culture
- Communication and Dialogue in a Coaching Culture
- Dialogue as the Basis for an Entire Coaching Organization
- Tools and Scenarios for Building Dialogue Expertise with Leaders, Managers, and Employees
- Tools and Scenarios to Build Dialogue Expertise
- Impact of Dialogue Expertise on Organizational Performance
- Examples of Dialogue as a Coaching Intervention for Change
- The RROD Model - Coaching for Cultural Change
- Stages of RROD (Banerjee 2021) and Coaching for Change
- Key Takeaways
- Coaching and Developmental Questions
- Recommended Supporting Resources
- 7 The Power of Emotional Intelligence in Coaching Culture
- Introduction
- Defining Key Terms
- Emotional Intelligence
- Self-Awareness
- Self-Regulation
- Social Awareness
- Relationship Management
- The Barriers to Emotional Intelligence
- Neurological Barriers
- Personal Barriers
- Organizational Barriers
- Case Study in Coaching Culture - Federal Government Agency
- Leadership Support
- Emotional Intelligence Coursework
- Internal/External Coaching
- Practice
- The Power of Emotional Intelligence in the Coaching Culture
- Key Takeaways
- Coaching and Developmental Questions
- Recommended Reading/Supporting Resources
- Part II: Establishing a Strong Foundation for Coaching Culture in Organizations
- 8 Developing Managers-as-Coaches
- Introduction
- Defining Key Terms.
- Role and Coaching Style and Value of a Manager-as-Coach
- Why Manager-As-Coach Skills Are Valuable?
- Directive and Non-Directive Coaching
- Potential Effect of Manager-As-Coach on Employees' Performance
- 21st Century 4Cs Skills and Manager-as-Coach
- 4Cs Skills in Context
- Qualities and Attributes of an Effective Manager-as-Coach
- What Is Rapport and Why Is It Important?
- Before Rapport Is Relatedness
- Key Takeaways
- Coaching and Developmental Questions
- Recommended Supporting Resources
- 9 Team Coaching for Team Building
- Introduction
- Defining Key Terms
- Team Coaching Differs from Group Coaching
- Relevancy of Team Norms to Team Culture
- Key Principles of Team Building
- Team Context
- Team Composition
- Team Competencies
- Team Change Management Skills
- Phases of Team Building
- Team Leader Role in Team Coaching
- Team Leader's Competencies and Qualities
- Establish Trust
- Display Patience and Compassion
- Provide Active Listening
- Exercise Time Management
- Convey Empowerment
- Share the Accomplishment
- Conflict and Dysfunctions in Teams
- Dysfunctions in Teams
- Facing and Dealing with the Dysfunction
- Why Do Great Teams Succeed?
- Knowing When to Take the Initiative or Follow
- When Everyone on the Team Is Aware That Their Efforts Matter
- Experiencing the Joys and Suffering of Accomplishment Together
- Keep an Eye on the Team's Flow
- There Is a Tie of Dedication and Trust
- Risk-Taking Is a Common Practice
- Nobody Quits
- Key Takeaways
- Coaching and Developmental Questions
- Recommended Supporting Resources
- 10 Implementing Coaching Programs
- Introduction
- Defining Key Terms
- Coaching in Organizations
- Coaching as Process
- Types of Coaching
- Using Coaching Skills and Coaching Skills Training
- The Organization as System and the Coaching Culture.
- Example 1: Career Plan 50+
- Implementing Coaching Programs
- Learning Presence Concept in Organization: Temporal, Spatial, Depth
- Determining the Models of and Approaches to Coaching Program Implementation: The Where and How?
- Models of Implementing Coaching Programs: Direction, Source, and Duration-Focused
- Example 2: Top-Down Model
- Example 3: A Combined External-Internal Model
- Example 4: A Quick-Fix Model
- Approaches to Implementing Coaching Programs: Piecemeal Versus Holistic/Systemic Approach
- Piecemeal Approach
- Holistic/Systemic Approach: Process-Oriented Systemic Approach
- Example 6: Process-Oriented Systemic Approach to Implementing Coaching
- Summary of Models and Approaches and Programs
- Key Takeaways
- Coaching and Developmental Questions
- Recommended Reading and Supporting Resources
- 11 Essential Coaching Competencies and Considerations
- Introduction
- Defining Key Terms
- Generative Learning Support
- Partnership and Empowerment
- Transformative Goal Setting Through Effective Problem Identification
- Building Safe Learning Environments
- Contracting
- Considerations for the Internal Coach: Confidentiality and Bias
- Creating Opportunities for Thinking and Reflection
- Mental Models
- Values
- Powerful Inquiry
- Deep Listening
- Working with Emotions
- Key Takeaways
- Coaching and Developmental Questions
- Recommended Supporting Resources
- 12 Performance Coaching and Conversations
- Introduction
- Defining Key Terms
- Performance Coaching Is an Individual Commitment
- Performance Conversation Is Not Performance Evaluation
- Performance Standards and Indicators
- Job Performance Standard
- Criteria
- Key Performance Indicator
- Best Industry Practices
- Process of Delivering Performance Coaching
- Build Rapport
- Find the Need
- Foresee Conclusion
- Set the Mindset.
- Deliver the Coaching.