Coaching for Performance (People Skills for Professionals) - Softcover

Whitmore, John

Softcover

ISBN 10: 1857883039 ISBN 13: 9781857883039

Publisher: Nicholas Brealey Publishing, 2002

Synopsis

Coaching for Performance: Growing People, Performance and Purpose is a guide for coaching written in true coaching style. This best-selling handbook by John Whitmore will help leaders learn the skills to coach effectively, uniting people under one purpose to improve performance. Adopted by many of the world's major corporations, this title's easy-to-understand methods argue for the use of effective questions and the growing need to relate to the individual's sense of meaning and purpose. With countless real-life examples, Coaching for Performance treats coaching as an art and helps readers come to understand and gain the important skills they need to become great coaches and leaders. For anyone who has ever had the desire to become a more productive leader, this book is not to be missed!

About this title

About the Author

Sir John Whitmore has received the President's Award from the International Coach Federation in recognition for his work in the coaching field. He consults and lectures widely on coaching and teamworking for business with Performance Cuonsultants International (www.performanceconsultants.com). After running businesses in the UK, Switzerland and USA he founded Inner Game Ltd with Timothy Gallwey which has been highly influential in introducing new approaches to sports and business training. Sir John Whitmore began his career as a professional racing driver, driving for the highly successful Ford team at Le Mans and won both the British and European Saloon Car championships in the 1960s.

From the Inside Flap

Introduction PART I: THE PRINCIPLES OF COACHING 1 What is Coaching? 2 Manager as Coach 3 The Nature of Change 4 The Nature of Coaching 5 Effective Questions 6 The Sequence of Questioning 7 Goal Setting 8 What is Reality? 9 What Options Do You Have? 10 What Will You Do? PART II: THE PRACTICE OF COACHING 11 What is Performance? 12 Learning and Enjoyment 13 Motivation and Self-Belief 14 Coaching for Meaning and Purpose 15 Feedback and Assessment 16 The Development of a Team 17 Coaching Teams 18 Overcoming Barriers to Coaching 19 The Multiple Benefits of Coaching PART III: LEADERSHIP FOR HIGH PERFORMANCE 20 The Challenge to Leaders 21 The Foundation of Leadership 22 The Qualities of Leadership PART IV: TRANSFORMATION THROUGH TRANSPERSONAL COACHING 23 Emotional Intelligence 24 Tools of Transpersonal Psychology 25 The Future Focus of Coaching VIII Book Description: Coaching for Performance: Growing People, Performance and Purpose is a guide for coaching written in true coaching style. This best-selling handbook by John Whitmore will help leaders learn the skills to coach effectively, uniting people under one purpose to improve performance. Adopted by many of the world's major corporations, this title's easy-to-understand methods argue for the use of effective questions and the growing need to relate to the individual's sense of meaning and purpose. With countless real-life examples, Coaching for Performance treats coaching as an art and helps readers come to understand and gain the important skills they need to become great coaches and leaders. For anyone who has ever had the desire to become a more productive leader, this book is not to be missed! IX Excerpt Chapter #:

Excert Content:

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The Context for Coaching (excerpt from page 147)

We have examined the rationale for coaching, the aim of the coach, the skills that coaches need, the methodology of coaching and it applications, but where is coaching leading us? If management behaviour is evolving from hierarchy to democracy, from imposition to involvement, from authority to authenticity, from instruct to coach, from push to pull, from tell to ask, what is the message? What comes next?

Is the popularity of coaching not just another swing of the pendulum, the reaction against past excesses of authoritarianism, command and control and the performance limiting fear that such behaviour generates? Is this not mildly reminiscent of the touchy feely California culture of the sixties with an overdose of political correctness to justify it? If so, in another decade or two, militaristic management will remerge to save our warm and cosy but failing businesses and experts will again appear to provide us with the answer, the truth, the panacea.

That unpleasant prediction would only occur if we went so far with accommodation that we lost sight of performance. It cannot happen if we recognise and remember that coaching is performance driven, and not merely a nicer way of doing business. It is hard to envisage the day on which human beings choose a different management style for the sole purpose of being nice. However, in the present competitive climate, if we find that being nice to people induces them perform better, we will not hesitate to try it. This is why coaching is being ever more widely adopted in business not only as a tool in specific performance related situations, but as their prevailing management style. Well, not quite! One day the application will be as good as the intention, and then performance will really happen! In the meantime a tantalising amount of our potential performance is destined to remain dormant, unrecognised and untapped by ourselves or by our employers.

Edition details

• Publisher: Nicholas Brealey Publishing
• Publication date: 2002
• Language: English
• ISBN 10: 1857883039
• ISBN 13: 9781857883039
• Binding: Paperback
• Edition number: 3
• Number of pages: 224