The Coaching Manager

Developing Top Talent in Business
1. Auflage 2002
ISBN: 978-0-7619-2418-0
Verlag: Sage Publications

Buch, Englisch, 272 Seiten, Format (B × H): 157 mm x 235 mm, Gewicht: 596 g

"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, former Chairman and CEO of PepsiCo Inc.

"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, Co-Founder and Retired Co-Chairman, The Home Depot; Chairman, President, and CEO, Atlanta Falcons

"Hunt and Weintraub impart solid insight and advice for developing leadership talent and inspiring performance through an innovative coaching model. The depth of their research and experience with thousands of managers is relevant to any business leader interested in aligning talent with their organization. I have participated in their leadership coach training program and recommend it to all leaders who value, support, and encourage their most precious assets, the employees. "

--Patricia A. Hickey, R.N. M.S. M.B.A, Vice President, Cardiovascular and Critical Care Services, Children's Hospital, Boston, Mass.

"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, Professor, London Business School and author of Building Leaders

The Coaching Manager: Developing Top Talent in Business introduces an easy-to-implement developmental coaching model based on the authors' extensive work with thousands of managers, executives, and MBA students. The goal is for managers to help employees learn and be more productive on a day-to-day basis. This model encourages employees to take greater responsibility for their learning and development while forging a helping relationship between manager and employee. Such an approach to management will lighten the emphasis on evaluation and create learning opportunities for all involved.

The book includes twenty real-world cases, self-assessment tools, and action checklists to deepen skills and understanding. The Coaching Manager will benefit managers, leaders, and entrepreneurs in business and not-for-profit organizations; those in MBA programs; students in leadership, organizational development, and human resource management; as well as participants in executive training programs.

Autoren/Hrsg.

Weintraub, Joseph R.

Hunt, James M.

Hunt, James

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Management Unternehmensorganisation & Entwicklungsstrategien
• Wirtschaftswissenschaften Betriebswirtschaft Bereichsspezifisches Management Personalwesen, Human Resource Management

Inhaltsverzeichnis

Preface
1. Introduction - The Coaching Manager
Coaching Can Help, For Employees Who Want to Learn
Why Don't More Managers Coach?
Developmental Coaching
Coaching and Learning
The Coaching Manager and Emotional Intelligence
Coaching Isn't the Same as Mentoring
Coaching: Everybody Learns
2. An Overview of Developmental Coaching
Developmental Coaching: An Example
Why Such a Simple model?
A Coaching Friendly Context
A "Coaching Mindset" on the Part of the Coaching Manager
The Coach-able Learner
Making It Work: The Transition to Becoming a Coaching Manager
Stopping the Action and Starting the Dialogue: Creating Coaching Opportunities
The Coaching Mirror
Providing Balanced Feedback
Collaboratively Interpreting the Meaning of Performance Gaps
Setting a Goal for Change and Following-Up
As You Experiment with Coaching
3.: The Coaching Manager and the "Coaching Mindset"

Coaching Managers Focus on Running a Business
The Naturals
The Manager Who Learns to Coach
Can Anyone Learn to Coach?
The Coaching Mindset: An Over-riding Attitude of Helpfulness
The Coaching Manager
Self-Assessment 3.1 Your Foundation for Learning to Coach

4. The "Coach-able" Learner
The Question of "Coach-Ability"
Case 4.1 - The reluctant coachee?
In General, People Do Want to Be Coached
Hallmarks of the "Coach-able" Learner
The Problem of Impression Management
Barriers to Coaching: What Does a Lack of Coach-ability Look Like?
Coach-ability: Treat Each Individual as an Individual
5. Creating a Coaching Friendly Context

Case 5.1 - Financial Co. A learning context?
The Coaching Friendly Context Defined
Coaching Friendly Context and the High Performance Organization
Creating the Coaching Friendly Context in Your Business Unit
Case 5.2 - Fred the Coach
Protecting a Coaching Friendly Context Over Time
6.: Stopping the Action and Starting a Coaching Dialogue
Case 6.1 - George, the Struggling Team Leader

Seizing a Coaching Opportunity with a Coaching Mindset
Stopping the Action and Starting the Dialogue: Practice Cases
Case 6.2 - Is John Headed for Burnout?

Case 6.3 - Samantha, The Frustrated Superstar
7. Focusing on What Is Important

Not Just Process, But Results
What Should Pay Attention To: Competency
If Your Company Has a Competency Model
If Your Company Does Not Have a Useful Competency Model
The Coaching Manager as Teacher
Strengths that area Used
Self-Assessment 7.1 - How Clear Are You and Your Direct Reports
8.: Observing What is Important, Effectively

Why is Performance Data: Even Observational Data, Suspect?
The Real Problem: Our Tendency to Draw Inferences from Selected Data
Error and Expectations: What You See Is What You Get
Getting the Most From Direct Observation and Other Approaches

The Coaches's Role
The Coaching Manager as Observer, Not Actor
Exercise 8.1 - Observation and Inference
9. Providing Balanced and Helpful Feedback
The Benefits of Feedback
The Problem with Feedback
Your Development as a Provider of Feedback
The Basics of Providing Balanced Feedback
The Emotional Impact of Feedback
Maximizing the Value of the Imperfect Instrument that is Feedback
10. What Does It All Mean? Collaboratively Interpreting What Needs to Change
Case 10.1 - What's going on with Jack?
Do You Need to Know Why?
The Coaching Dialogue
Root Causes
The Importance of Getting it Right When Interpreting Performance
11. Goal Setting and Follow-Up, Making Change Happen
Planned Development
Exercise 11.1 - Your Own Development Plan
Setting Goals
How People Change
Building Commitment for Learning and Change
Goal Setting and Follow-Up: Conclusions
Coach-ability: Treat Each Individual as an Individual
12. Coaching and Career Development

An Overview of Career Development in the Modern Organization
Personal Career Planning
Using Developmental Coaching to Address Career Issues
Coaching for Career Development, Some Examples
Case 12.1 - The Employee Who is Bored with his Job
Case 12.2 - The Employee Who Wants to Move Up (Too Fast!)
Case 12.3 - The Employee Who is Good at his Work but Hates It
Case 12.4 - The Employee with Work/Family Concerns
Developmental Coaching and Career Development: Conclusions
13. Developmental Coaching and "Performance Problems"
Causes of Performance Problems
Addressing Performance Problems: Some Coaching Guidelines
14. Using Coaching to Leverage the Investment in the Classroom
The Nature of the Problem
Transfer of Learning
Case 14.1 - The Wrong Executive Education Experience at the Wrong Time
Case 14.2 - Leadership Education that Helped
Case 14.3 - The Challenge of Becoming More Strategic
Making the Most of Classroom Learning

The Classroom and the Coaching Manager
Epilogue: Coaching and Organizations, a Final Word
Will Technology Help?
Can Coaching be Delegated?
The Relationship with the Coaching Manager is the Key
What Should Organizations Do?

A Final Word for Our Coaches, Old and New
References
Author Biographies

Über Autor(innen)

Hunt, James M.
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

Weintraub, Joseph R.
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 InnoQuotient, 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].