Coaching that counts : Harnessing the power of leadership coaching to deliver strategic value / Dianna L. Anderson, Merrill C. Anderson.
As the field of business coaching has expanded and evolved over the last decade, many different approaches to business coaching have been created. The authors of Coaching that Counts have written a practical, readable guide for developing, delivering and measuring high value business coaching. Coach...
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| Online Access: |
Full Text (via Taylor & Francis) |
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| Format: | eBook |
| Language: | English |
| Published: |
Amsterdam ; Boston :
Elsevier/Butterworth-Heinemann,
2005.
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| Series: | Improving human performance series.
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Table of Contents:
- Foreword;Preface;Introduction;The Coaching Space: Defining the space for coaching;Quadrant 1, finding focus;Quadrant 2,building bridges;Quadrant 3, creating alignment;Quadrant 4, original action. Managing Coaching Intitiatives: Coaching as a strategic initiative; Creating context and purpose for coaching; Best practices, the building blocks of a successful coaching initiative; How coaches navigate turbulent organizations. Evaluating Coaching Success: Developing an evaluation strategy; Demonstrating the ROI of coaching; Evaluating application based coaching;The Value Nexus. Appendix and Resources.
- 1. Introduction to coaching that counts
- The coaching initiative : developing leaders and producing business impact
- Three lynchpins for coaching that counts
- How this book is organized.
- section 1. Leading with insight
- 2. Defining the space for coaching
- Characteristics of successful coaching engagements that deliver lasting change
- Transactional versus transformational coaching
- Insight : the essence of coaching
- Levels of insight
- The action/insight connection
- The leading with insight model
- Key concepts for the leading with insight model
- 3. Quadrant 1 : finding focus
- Case study : Jane gets her life back
- Answering the "what do I need to do?" question
- Making space for change
- Quadrant 1 touchstones
- The essential outcome of quadrant 1 : physical centeredness
- Coaching tools and approaches for quadrant 1
- 4. Quadrant 2 : building bridges
- Case study : Jack creates powerful partnerships
- Creating relationships that work
- Answering the "what am I made of?" question
- Quadrant 2 touchstones
- The essential outcome of quadrant 2 : emotional centeredness
- Coaching tools and approaches for quadrant 2
- 5. Quadrant 3 : creating alignment
- Case study : Mark takes a stand
- Aligning who you are with how you work
- Answering the "who do I want to be?" question
- Quadrant 3 touchstones
- The essential outcome of quadrant 3 : intuitive centeredness
- Coaching tools and approaches for quadrant 3
- 6. Quadrant 4 : original action
- Case study : Clare leads the way
- Creating step change
- Answering the "what do I want to create?" question
- Quadrant 4 touchstones
- The essential outcome of quadrant 4 : personal power
- Coaching tools and approaches for quadrant 4
- The leading with insight model.
- section 2. Managing coaching initiatives
- 7. Coaching as a strategic initiative
- The organization context for individual growth
- Criteria for coaching as a strategic initiative
- The cast of players, and their responsibilities
- Managing value creation
- 8. Creating context and purpose for coaching
- Choice and context for coaching
- Case study : launching coaching at PharmaQuest
- Critical success factors for setting the context for coaching
- Designing a coaching initiative for impact
- 9. Best practices for managing a successful coaching initiative
- Leverage a governance body to sustain sponsorship
- Conduct an orientation session to improve deployment
- Set up signposts to gauge how coaching is progressing
- Build performance evaluation into the coaching process
- 10. How coaches navigate turbulent organizations
- Being a coach, being a consultant
- What Sarah could have done differently
- Sorting out the cast of characters
- Develop a navigation strategy
- To be or not to be a consultant, and the role of coaching companies.
- section 3. Evaluating coaching success
- 11. Developing an evaluation strategy
- The five best practices of an effective evaluation strategy
- Developing an evaluation strategy at OptiCom
- The building blocks of evaluation strategies
- 12. Demonstrating the ROI of coaching
- The data collection and analysis plan
- ROI evaluation toolkit
- Evaluating coaching at OptiCom
- Building credibility for the ROI evaluation
- 13. Evaluating application-based coaching : what are leaders doing differently?
- Setting expectations for coaching at Frontier Manufacturing
- The four major decision areas for evaluating application
- Planning the evaluation at Frontier Manufacturing
- Evaluating the application of coaching at Frontier Manufacturing.
- Conclusion
- 14. The value nexus : organization value and individual values
- Finding 1 : the perceived effectiveness of coaching increased with the length of the coaching relationship
- Finding 2 : less than half of all coaching relationships evolved beyond quadrant 2
- Finding 3 : the impact of coaching on the business increased as coaching relationships evolve
- Finding 4 : monetary benefits produced from coaching increased as coaching relationships evolved
- Finding 5 : seventy percent of the monetary value was associated with quadrants 3 and 4
- Finding 6 : as coaching relationships progressed through the quadrants, the average monetary benefit produced by each client increased
- Four examples of monetary value : completing the case studies of section one
- Coaching that counts.