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100 Great Coaching Ideas

Book Description

The good manager will bring the best out of his team. A crucial skill is to be able to use a coaching approach effectively to draw out the experience and capabilities of those working for you and with you. In a fast-moving world coaching skills are an essential pre-requisite of good leadership and management. The manager who brings the best out of their people will use a range of coaching approaches and focus their use on times when their staff face transition or need to step up to new challenges and demands. The first section of the book looks at developing coaching skills. It looks at the approach, the practicalities, the coaching relationship and your own learning. The second half looks at ten different contexts where coaching skills can be applied to good effect. The manager who coaches well is able to conserve their mental, emotional and physical energy so it can be deployed when it can be at its most effective. Developing coaching skills often sits alongside an individual becoming increasingly focused in understanding where they can make a distinctive contribution. Bringing out the best in others will enable you to bring out the best in yourself as it becomes clearer, 'what is it only I can do to ensure the success of a particular enterprise?' This book is written for managers at any level, in any organisation, in any country.

Table of Contents

  1. Cover
  2. Title
  3. Copyright
  4. Contents
  5. Acknowledgements
  6. Foreword by Charlie Massey
  7. Introduction
  8. Developing your Coaching Skills
    1. Section A: The Approach
      1. 1 See questions as keys that unlock
      2. 2 Leave space for reflection
      3. 3 Bring a focus on facts
      4. 4 Bring clarity about the organisation’s objectives
      5. 5 Be realistic about possibilities
      6. 6 Understand the motivations
      7. 7 Listen to the emotions
      8. 8 Trust your intuition
      9. 9 Allow for rational and emotional reactions
      10. 10 Bring insights and not solutions
    2. Section B: The Practicalities
      1. 11 The agenda
      2. 12 Pace the conversation
      3. 13 Be adaptable
      4. 14 Be responsive
      5. 15 Be clear on the time available
      6. 16 Reach agreement on next steps
      7. 17 Choose the frequency and location of conversations
      8. 18 Ensure a review of an individual’s progress
      9. 19 See each conversation as part of a journey
      10. 20 Use short, focused conversations well
    3. Section C: The Coaching Conversations
      1. 21 Balance the longer term and the shorter term
      2. 22 Recognise how individuals learn
      3. 23 Enable someone to live their values
      4. 24 Ensure harsh reality is faced up to
      5. 25 Seek feedback on what has worked
      6. 26 Review the outcomes after a period
      7. 27 Be mindful of the individual’s energy levels
      8. 28 Use yourself as a barometer
      9. 29 Allow someone to find their own way to solve a problem
      10. 30 Bring respect for the individual’s experience and qualities
      11. 31 Ensure pitfalls and risks are understood
      12. 32 Believe that good can come out of any situation
      13. 33 Walk alongside someone at a measured distance
      14. 34 Allow for silence and quietness
      15. 35 Enable an individual to draw from their own experience
      16. 36 Celebrate progress
      17. 37 Enable individuals to crystallize their learning
      18. 38 Encourage contributions within wider teams
      19. 39 Create mutual support structures
      20. 40 Reinforce independence of mind and spirit
    4. Section D: Your Own Learning about Coaching
      1. 41 Keep reviewing your learning
      2. 42 Develop your thinking with trusted others
      3. 43 Work in partnership with others
      4. 44 Recognise when specialist help is needed
      5. 45 Know your limitations
      6. 46 Use an external business coach wisely
      7. 47 Understand your own emotions
      8. 48 Recognise when your job is done
      9. 49 Celebrate your own journey as a coach
      10. 50 Look forward with expectation
  9. Applying Coaching in Specific Contexts
    1. Section E: Ensuring High Quality Outcomes
      1. 51 Creating bold expectations about outcomes
      2. 52 Building a pathway to success
      3. 53 Fostering an awareness of risks
      4. 54 Knowing how progress will be measured
      5. 55 Bringing clarity of role
    2. Section F: Enabling Someone to Step up in Responsibility
      1. 56 Creating a picture of success
      2. 57 Drawing from previous steps
      3. 58 Building on strengths
      4. 59 Recognising what ‘being grown up’ means
      5. 60 Taking bigger strides
    3. Section G: Building Strong Partnerships
      1. 61 Recognising shared interests
      2. 62 Building common purpose
      3. 63 Knowing where your fixed points are
      4. 64 Having honest conversations on progress
      5. 65 Dealing effectively with differences
    4. Section H: Leading Change Well
      1. 66 Building acceptance about the need for change
      2. 67 Creating a shared vision about desired outcomes
      3. 68 Building champions
      4. 69 Ensuring a balance between realism and optimism
      5. 70 Keeping both focus and adaptability
    5. Section I: Growing an Individual with Potential
      1. 71 Encouraging belief in what is possible
      2. 72 Bringing frankness about necessary development
      3. 73 Creating stretching situations
      4. 74 Ensuring clear feedback
      5. 75 Ensuring clear but not excessive expectations
    6. Section J: Managing Someone with Limitations
      1. 76 Ensuring an objective perspective
      2. 77 Understanding an individual’s characteristics and emotions
      3. 78 Having an honest conversation
      4. 79 Building clarity about options going forward
      5. 80 Making hard decisions
    7. Section K: Building Effective Teams
      1. 81 Seeing the potential
      2. 82 Create time for reflection
      3. 83 Recognising corporate leadership responsibility
      4. 84 Role modelling partnership working
      5. 85 Drawing out each other’s capabilities
    8. Section L: Building Motivation in an Organisation
      1. 86 Recognising the signalling effect of the leader
      2. 87 Knowing how to generate energy
      3. 88 Nurturing curiosity and innovation
      4. 89 Building hope and expectation about possibilities
      5. 90 Ensuring consistent behaviour
    9. Section M: Developing Resilience and Adaptability
      1. 91 Understanding the effects of the individual’s recent history
      2. 92 Knowing the emotional pressure points
      3. 93 Growing personal resilience
      4. 94 Developing agility and adaptability
      5. 95 Keeping fit in body, mind and spirit
    10. Section N: Enabling an Openness to Change
      1. 96 Seeing life as an exploration
      2. 97 Keeping the balance between fixed points and new insights
      3. 98 Allowing learning to be never ending
      4. 99 Believing the impossible is possible
      5. 100 Enabling love to conquer fear
  10. Books by Dr Peter Shaw
  11. About the Author