The Coaching Manager: Developing Top Talent in Business / Edition 1 available in Hardcover
The Coaching Manager: Developing Top Talent in Business / Edition 1
- ISBN-10:
- 0761924183
- ISBN-13:
- 9780761924180
- Pub. Date:
- 05/16/2002
- Publisher:
- SAGE Publications
- ISBN-10:
- 0761924183
- ISBN-13:
- 9780761924180
- Pub. Date:
- 05/16/2002
- Publisher:
- SAGE Publications
The Coaching Manager: Developing Top Talent in Business / Edition 1
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Overview
Unlike coaching books that focus on performance problems, The Coaching Manager Second Edition, presents a developmental coaching methodology that managers can use to guide employees to achieve higher levels of skill, experience greater engagement with organizations, and promote personal development. Clearly written, without jargon, specific coaching techniques are illustrated through short case studies and self-assessment exercises that help readers apply the principles in their own lives.
New and Hallmark Features of the Second Edition
New material and cases demonstrate how developmental coaching can be integrated with goal setting and selection to create an integrated talent management process that is appropriate at all levels of organizations.
Based on the experience of practicing managers, the text draws on research, teaching, and consulting contacts with more than 4,000 leaders who employ coaching in various business disciplines.
Real-world examples and mini-cases illuminate key points-almost like giving readers a "personal coach" throughout the book
Methods are presented for developing good employees and making them great, rather than spending time rehabilitating problem employees.
A coaching model solidly grounded in adult learning theory helps readers reflect on their strengths and weaknesses.
Product Details
| ISBN-13: | 9780761924180 |
|---|---|
| Publisher: | SAGE Publications |
| Publication date: | 05/16/2002 |
| Pages: | 272 |
| Product dimensions: | 6.00(w) x 9.00(h) x 0.75(d) |
About the Author
Dr. James M. Hunt is an associate professor of management and former Chair of the Management Division at Babson College, in Wellesley, Massachusetts. There he teaches leadership, talent development and creativity. James has consulted to numerous business and health care organizations on the development of an organizational coaching capability, executive coaching, and talent development by managers. His current research is on the relationship between creativity, uncertainty and career development. He co-lead the design of Babson’s innovative Talent Management course in the MBA Program and lead the redesign team for Babson’s flagship course, Foundations of Management and Entrepreneurship. Formerly, he was faculty co-director of the Babson College Coaching for Leadership and Teamwork Program and a founder and former faculty co-director of the Babson Executive Education Coaching Inside the Organization program, designed for organizational development and human resource professionals. James is coauthor of the book The Coaching Organization: A Strategy for Developing Leaders, a groundbreaking study of best practice companies and coaching, published by Sage (2007).
Dr. Hunt graduated from the Massachusetts Institute of Technology with a bachelor’s of science degree and received a doctorate in business administration from Boston University Graduate School of Management, where he studied career and leadership development and work/life balance
Dr. Joseph R. Weintraub is a professor of management and organizational behavior at Babson College in Wellesley, Massachusetts where he serves as the founder and faculty director of the Babson Coaching for Leadership and Teamwork Program. He is also the faculty director of the Management Consulting Field Experience Program at Babson, an experiential project management program providing consulting services to both the for profit and not-for-profit sectors. Dr. Weintraub is an industrial-organizational psychologist who focuses in the areas of individual and organizational effectiveness including leadership development, coaching, team effectiveness, innovation, and performance management. His work on coaching has received several awards, including the “Management Development Paper of the Year” from the Academy of Management. He is the coauthor of The Coaching Organization: A Strategy for Developing Leaders (Sage, 2007). Dr. Weintraub’s work has appeared in a number of publications including the MIT Sloan Management Review, Organizational Effectiveness, The Wall Street Journal, the Journal of Management Education, and The European Financial Review.
Dr. Weintraub serves as Faculty Director at Babson Executive Education, where he is the cofounder and codirector of Coaching Inside the Organization, an innovative certification program for internal organizational coaches. In addition to his work at Babson, Dr. Weintraub is also president of Organizational Dimensions, a management consulting and assessment firm based in Wellesley. He spends much of his consulting practice in helping organizations to develop their own coaching managers. He also develops and delivers leadership development programs in a variety of organizations around the world. His clients have included General Electric, Bose, Fidelity Investments, Citizens Bank, EMD Serono, Boston Children’s Hospital, Ocean Spray, and T-Mobile. He is also the co-developer of Inno Quotient, a comprehensive survey tool that measures the culture of innovation in organizations.
Dr. Weintraub received his B.S. in psychology from the University of Pittsburgh and both his M.A. and Ph.D. degrees in industrial-organizational psychology from Bowling Green State University.
He can be contacted at weintraub@babson.edu.
Table of Contents
Preface xi
Acknowledgments xvii
1 Introduction: The Coaching Manager 1
Coaching Can Help, for Employees Who Want to Learn 3
Coaching Is Good for You 5
Why Don't More Managers Coach? 8
Coaching and Learning 10
The Coaching Manager and Emotional Intelligence (EQ) 11
Coaching Isn't the Same as Mentoring 13
Why Think About Becoming a Coaching Manager? 14
Your Approach to Coaching Determines the Outcome of Your Effort 16
2 An Overview of Developmental Coaching 19
Developmental Coaching: An Example 19
A Simple Model of Developmental Coaching 27
As You Experiment With Coaching 42
3 Defining Success as a Coaching Manager 45
Coaching Managers Focus on Running a Business 45
Not Just Results, but Process: How the Work Gets Done 48
What Should the Coaching Manager Pay Attention To? Competency 48
If Your Company Has a Competency Model 54
If Your Company Does Not Have a Useful Competency Model 57
Coaching and Selection 59
Summary 62
4 Creating a Coaching-Friendly Context 63
Case 4.1 Financial Co.-A Learning Context? 64
The Values and Practices of the Coaching-Friendly Context 67
The Coaching-Friendly Context and the High-Performance Organization 72
Creating a Coaching-Friendly Context in Your Business Unit 73
Case 4.2 Fred, the Coach 76
Protecting a Coaching-Friendly Context Over Time 80
The Future of the Coaching-Friendly Context 81
5 The Development of a Coaching Manager and the "Coaching Mind-Set" 83
The Naturals 84
The Manager Who Learns to Coach 85
Can Anyone Learn to Coach? 90
The Coaching Mind-Set: An Attitude of Helpfulness 91
The Coaching Manager 98
6 The "Coachable" Learner 101
The Question of "Coachability" 101
Case 6.1 The Reluctant Coachee? 102
What Do Employees Want From Their Managers? 105
Hallmarks of the Coachable Learner 107
The Problem of Impression Management 110
Barriers to Coaching: What Does an Apparent Lack of Coachability Look Like? 111
Coachability: Treat Each Employee as an Individual 122
7 Stopping the Action and Starting a Coaching Dialogue 123
Case 7.1 Aron, the Struggling Team Leader 126
Seizing a Coaching Opportunity With a Coaching Mind-Set 127
Being Vigilant for Learning Opportunities 127
Assessing the Importance of the Opportunity 128
Is the Timing Right? 130
Establish or Reestablish Rapport 131
Ask Reflective Questions, Listen for Understanding 131
On Learning to Ask Useful Questions 137
Help the Employee Define and Take Ownership of the Real Issue 140
Follow-Up: Ask the Employee About Useful Next Steps 141
Practice Cases: Stopping the Action and Starting the Dialogue 142
Case 7.2 Is John Headed for Burnout? 142
Case 7.3 Sara, the Frustrated Superstar 144
Stopping Time and the Coaching Dialogue 145
8 The Coaching Mirror 147
Why Are Performance Data, Even Observational Data, Suspect? 150
The Real Problem: Our Tendency to Draw Inferences From Selected Data 152
Error and Expectations: What You See Is What You Get 157
Getting the Most From Direct Observation and Other Approaches to Gathering Performance Data 159
The Coachee's Role 161
The Coaching Manager as Observer: Promoting Learning and Performance, From the Sidelines 163
9 Providing Balanced and Helpful Feedback 165
The Benefits of Feedback 166
The Problem With Feedback 167
Making Feedback Useful-A Summary 171
The Basics of Providing Balanced Feedback 173
The Emotional Impact of Feedback 180
Maximizing the Value of That Imperfect Instrument, Feedback 184
Your Development as a Provider of Feedback 186
10 What Does It All Mean? Collaboratively Interpreting Learning Needs 187
Case 10.1 What's Going On With Jack? 187
Do You Need to Know Why? 190
The Coaching Dialogue 192
Root Causes 193
Individual Factors 194
Cultural Factors 196
Team and Organizational Factors 199
The Importance of "Getting It Right" When Interpreting Performance 201
11 Goal Setting and Follow-Up: Making Change Happen 203
Planned Development 204
Setting Goals 207
How People Change 211
Unfreezing 212
Change 213
Refreezing 214
Building Commitment for Learning and Change 215
Conclusions: Goal Setting and Follow-Up 217
12 Coaching and Career Development 219
An Overview of Career Development in the Modern Organization 221
Knowing What You Want 223
Choosing Learning Goals 229
Who You Know Does Count: Networks, Supporters, and Blockers 233
Using Developmental Coaching to Address Career Concerns and Promote Career Development 238
Coaching for Career Development 240
Case 12.1 The Good Employee Who Has Become Bored With Her Job 241
Case 12.2 The Employee Who Wants to Move Up (Too Fast!) 243
Case 12.3 The Employee With Work and Family Concerns 245
Conclusions: Developmental Coaching and Career Development 246
13 Developmental Coaching and Performance Problems 247
Causes of Performance Problems 250
Poor Managers and Poorly Communicated Expectations 251
The Wrong Person in the Wrong Job 252
The Right Person in the Wrong Situation 253
Personal Problems 254
Case 13.1(a) What the Manager Sees 256
Case 13.1(b) What the Manager Hears 256
Case 13.1(c) What the Manager Never Knew 257
Character 258
Team Problems 261
Organizational Change 261
Addressing Performance Problems: Some Coaching Guidelines 262
14 Using Coaching to Leverage the Investment in the Classroom 265
The Nature of the Problem 266
Transfer of Learning 267
Case 14.1 The Wrong Executive Education Experience at the Wrong Time 270
Case 14.2 Leadership Education That Helped 271
Case 14.3 The Challenge of Becoming More Strategic 273
Making the Most of Classroom Learning 274
Defining the Learning Goal 276
Choosing the Right Program 277
Following Up 277
The Classroom and the Coaching Manager 278
Epilogue: The Coaching Manager 279
Technology and Coaching 279
Changing Demographics 281
Coaching in Tough Times 281
The Relationship With the Coaching Manager Is the Key 282
A Final Word for Our Coaches, Old and New 283
Appendix 285
References 291
Index 297
About the Authors 303