The Coaching Manager: Developing Top Talent in Business / Edition 2

by James M. Hunt, Joseph R. Weintraub

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:	9781412977760
Publisher:	SAGE Publications
Publication date:	05/04/2010
Edition description:	Second Edition
Pages:	304
Product dimensions:	5.90(w) x 8.90(h) x 0.70(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 [e-mail].

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

Editorial Reviews

The Coaching Manager is a timely and valuable resource for leaders interested in fostering a culture of coaching in contemporary organizations. Evidence-based strategies and real-world exemplars are provided for cultivating talent today and inspiring success for the future.

Patricia A. Hickey

"The second edition takes into account the new challenges and opportunities posed by an increasingly global workforce, new technology, and a persistent and rapid pace of change. The authors have, once again, provided an excellent handbook for any manager who wants to be an effective coach, and any individual who wants to leverage the potential of coaching in varied and commonly encountered situations at work. "

Kathy E. Kram

"A practical introductory text in developing coaching managers."

Carole Robin

Weintraub, founder and faculty co-director of the Coaching for Leadership and Teamwork Program at Babson College, introduces an easy- to-implement coaching model based on his work with managers, executives, and MBA students. The model encourages employees to take greater responsibility for their learning and development while forging a helping relationship between the manager and the employee. Real-world cases, self-assessment tools, and checklists are included. The audience for the book includes managers, entrepreneurs, and MBA students. Weintraub teaches management and organizational behavior at Babson College. Annotation c. Book News, Inc., Portland, OR (booknews.com)

Booknews

"Managers and entrepreneurs alike will find The Coaching Manager to be of immense value in learning to coach as well as creating a coaching-friendly environment. Hunt and Weintraub give us an approach to coaching that managers can start using immediately. This book belongs on every manager’s bookshelf."

Arthur M. Blank

"THE COACHING MANAGER provides real-world strategies for developing people in any organization. Hunt and Weintraub bring together a new model of coaching along with a solid understanding of how business works. A must read for leaders at all levels."

Roger Enrico

"A rich, wonderful resource for all managers wanting to develop the potential of their people. In this one volume, you’ll find all the guidance, tools, and examples needed to become a master coach. In a world where the capacity to coach is no longer nice-to-have but a necessity-to-know, this is the book to buy."

Jay A. Conger

"The book covers the need for coaching, the best way to approach certain employees who might not seem coachable, how a manager can improve his own coaching skills, and much more"

BizEd

"The book covers the need for coaching, the best way to approach certain employees who might not seem coachable, how a manager can improve his own coaching skills, and much more "

Biz Ed