We live and work in a world of change. Helping individuals and teams prepare for, respond to, and learn from change are critical for thriving. Managers and leaders at all levels play a vital role in developing talent, increasing performance, and supporting transitions and transformations. This book is about effectively coaching others in your role as a manager-coach. A manager-coach is a person who uses coaching-related knowledge, approaches, and skills to coach team members in the organization who report to them or who have sought their coaching.

In 16 chapters, leaders at all levels, human resource professionals, and graduate students will find research-based, practical approaches to developing talent, improving performance, and supporting transformation. Topics include the change coaching process, theoretical foundations of coaching, use of self in managerial coaching, six coaching skills, how to coach across differences, specialty coaching (peer, team, and executive), ethical considerations for coaching, and continuous development for manager-coaches.

Provides models, frameworks and tools that can be used to coach team members.

About the Authors

John L. Bennett, Ph.D., PCC, BCC is a Professor of Business & Behavioral Science at the McColl School of Business, Queens University of Charlotte. He holds the Wayland H. Cato, Jr. Chair of Leadership. His teaching includes graduate courses on executive coaching, interpersonal and group dynamics, leadership, and social identities. He is co-author of Coaching for Change and numerous articles and other books. John is president of Lawton Associates, a consulting and executive coaching firm focused on helping individual, teams and organizations prepare for, excel through, and improve from change. In addition to teaching, he is an executive coach and a frequent speaker and presenter at academic, professional, and client conferences and workshops.

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