The Coach : Creating Partnerships For A Competitive Edge - Info and Reading Options

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Machine generated contents note: 1. ABOUT THIS BOOK -- Why a revised edition 1 -- Our promise: Why you should read this book 1 -- Guide to this book 3 -- Partnerships are everywhere 4 -- 2. MEMORIES NEVER DIE -- 3. THE EIGHT-STEP MODEL -- Introduction 45 -- Step One: Be Supportive 45 -- Step Two: Define the Topic and Needs 49 -- Step Three: Establish Impact 52 -- Step Four: Initiate a Plan 54 -- Step Five: Get A Commitment55 -- Step Six: Confront Excuses and Resistance 56 -- Step Seven: Clarify Consequences, Don't Punish 58 -- Step Eight: Don't Give Up 60 -- Summary One: Apparent 62 -- 4. THE FIVE LEVELS OF COACHING -- General Observations about the stair-step levels .64 -- Level 1: Linking64 -- Level 2: Reviewing 66 -- Level 3: Mentoring 67 -- Level 4: Confronting 68 -- Level 5: Choosing 69 -- Deeper causes of coaching failures 71 -- 5. VERSATILE COACHING AND THE -- MYERS-BRIGGS TYPE INDICATOR -- Two ways of perceiving of taking in data 74 -- Two ways of judging or making decisions 75 -- General observations about the preferences for -- perceiving and judging 76 -- The implications of the MBTI for coaching 77 -- Coaching the sensor/feeler 78 -- Coaching the sensor/thinker 80 -- Coaching the intuitive/feeler 82 -- Coaching the intuitive/thinker85 -- The role of the coach's preferences 88 -- 6. SUPPORTING SKILLS -- The fault factor 89 -- Employee's: one step ahead 90 -- Style-"to control or not to control" 93 -- Being descriptive: attack -- the concern, not the person 94 -- Putting your expectations to work 95 -- Questions and silence 97 -- Surfacing underlying issues 99 -- 7. THE COACH'S CONTRIBUTION -- The "one minute" leader one big myth!! 102 -- Doing your homework 104 -- The groundwork 104 -- The delivery 104 -- Reactions105 -- Attending to the early warning signals 105 -- Management's early warning signals of -- potential problems/opportunities 106 -- Seven pieces of the performance puzzle 107 -- Focusing on form vs. substance 109 -- The overload problem 110 -- Winning mental attitude 111 -- Courage and the agony of coaching 113 -- The underlying coaching experience 115 -- Proactive vs. reactive coaching 117 -- Coaching: A process not an event 118 -- 8. COACHING LESSONS FROM THE -- WORLD OF SPORTS -- How is the sports coach different from the -- business coach? 122 -- What business coaches can adopt from successful -- sport coaches 123 -- 9. POSITIVE MOTIVATIONAL COACHING -- The case for positive motivational coaching 127 -- Developmental coaching/ -- achieving your potential 130 -- Coaching the above average -- employee or outstanding performer 133 -- 10. FINDING A COACH -- What do you want from a coach? 136 -- How many coaches?137 -- Does your coach pass the test? 138 -- Others who are helpful but might not -- pass the test140 -- 11. COACHING AT THE EXECUTIVE LEVEL -- Why coaching should include executives 143 -- Six myths relative to executive coaching 144 -- What would make executives want to coach? 146 -- 12. CONCLUDING THOUGHTS -- How people change 149 -- 10 basic coaching values 151 -- It's not what you think, coach, -- it's what you do153 -- The "ART" of coaching 155 -- Regular 'T.T.A.' sessions 155 -- Coaching vs. performance appraisal 157 -- Beyond coaching: when things -- get out of control 158 -- It works in groups160 -- APPENDIX: -- Thinking it through; planning guide 165 -- Training design 167

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