The Center for Creative Leadership Handbook of Coaching in Organizations

The Center for Creative Leadership Handbook of Coaching in Organizations

by Douglas Riddle, Emily R. Hoole, Elizabeth C. D. Gullette
Released February 2015
Publisher(s): Jossey-Bass
ISBN: 9781118841488

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Book description

Effect better outcomes with a robust coaching program

The CCL Handbook of Coaching in Organizations deals with the practical, ethical, and political challenges of coaching within an organization. From coaching superiors to coaching business teams, this book outlines the Center for Creative Leadership (CCL) approach to professional coaching to help readers better manage leadership development and talent management program outcomes. With expert guidance on the key functions of human resources, learning and development, and organizational development, readers will gain insight into the issues associated with coaching program implementation and management, and the use of internal versus external coaches. Coverage includes a wide range of coaching-based services used in most large organizations, with practical advice on creating the right programs for maximum impact within the available budget.

Professional development is a hot topic and plays a key role in attracting and retaining the best talent. Coaching is a broad area within the field, encompassing a range of services and goals, with varied expectations and requirements. This book provides actionable guidance for those designing, initiating, and implementing coaching programs, with new approaches and techniques that drive better outcomes.

  • Provide direct coaching within an organization
  • Manage coaching systems and programs
  • Initiate and lead mentoring and peer-coaching programs
  • Manage external coaches, and deal effectively with coaching suppliers

An ideal coaching program must balance need with budget and be tailored to the requirements and resources of both the organization and the participants. It's a complex undertaking, but the right strategy and planning can lead to even better than expected outcomes. For the human resources professional who wants to strengthen an organization's coaching program, CCL Handbook of Coaching in Organizations is a thoughtful reference for a specialized function.

Table of contents

  1. Title Page
  2. Copyright
  3. Dedication
  4. Foreword
  5. The Authors
  6. Introduction
  7. Part 1: Toward a Coaching Culture
    1. Chapter 1: The Rise of Coaching in Organizations
      1. Internal Coaching for Accelerated Leadership Development
      2. Internal Coaching
      3. Internal Coaching versus External Coaching
      4. Internal Coaching Practices
    2. Chapter 2: Assessing Your Organization's Need for Coaching
      1. Step 1: Assess Your Organizational Stage of Coaching
      2. Step 2: Determine If Coaching Is the Right Solution
      3. Step 3: Assess and Build Your Organizational Readiness
      4. Step 4: Review Your Internal Capacity
      5. Step 5: Build the Case for Coaching
      6. Conclusion
    3. Chapter 3: Creating an Integrated Coaching System
      1. Make Systems Integrated and Comprehensive
      2. Value of Multiple Modalities in a Systems Approach
      3. Comprehensive Vision
      4. Components of an Integrated Coaching System
      5. Strategic Approach
      6. Politics Is Everything
      7. Sample Pathways
      8. HR Leader Roles
      9. Working with External Consultants
      10. Conclusion
    4. Chapter 4: Evaluating Coaching Interventions
      1. Why Now?
      2. Why Current Approaches Don't Work and How to Move Forward
      3. Evaluation Approaches and Best Practices
      4. Engaging Stakeholders
      5. Formal Evaluation of Coaching Interventions
      6. Coaching Evaluation Outcomes Framework
      7. Leveraging Coaches in Coaching Evaluation
      8. Evaluation beyond Executive Coaching
      9. How to Measure
      10. Informal Channels of Evaluative Information
      11. How to Use Evaluative Information in Program Design and Correction
      12. Making the Business Case with Evaluation Data
      13. Conclusion
    5. Chapter 5: Managing Coaches
      1. Choosing between Internal and External Coaches
      2. Selection and Onboarding of Executive Coaches
      3. CCL's Assessment Center: New Coach Orientation
      4. Coaching Supervision
      5. Coach Client-Specific Orientation and Training
      6. Coach Matching
      7. Quality Management
      8. Building and Sustaining a Peer Learning Community of Practice
      9. Conclusion
  8. Part 2: Coaching Guidance for HR Leaders
    1. Chapter 6: Coaching the Derailing Leader
      1. What Is Derailment?
      2. Why Does Derailment Happen?
      3. How Can You Help?
      4. Conclusion
    2. Chapter 7: Developing High-Potential Leaders
      1. Nature and Scope: Coaching for Now; Coaching for the Future
      2. Coaching for High-Potential Leadership
      3. Mapping 70–20–10 to the Coaching of HiPos
      4. The Roles That HR and Coaching Play in High-Potential Development
      5. Conclusion
    3. Chapter 8: Coaching at the Top
      1. Senior Leader Characteristics
      2. Coaching Lessons from Leadership at the Peak
      3. Value Proposition
      4. Some Productive Questions
      5. What Doesn't Work
      6. Conclusion
    4. Chapter 9: Coaching Your Business Partner
      1. The Human Resource Coaching Leader
      2. Challenges to Coaching as Human Resource Business Partner
      3. Why Coaching Is Worth the Effort
      4. Coaching Success as a Human Resource Business Partner
      5. Focus Your Attention on Your Business Partner
      6. Conclusion
    5. Chapter 10: Cross-Cultural Coaching
      1. Coaching and Cross-Cultural Coaching in Leadership Development
      2. Coaching across Cultures
      3. Culture, Social Identities, and Social Identity Conflict
      4. Cross-Cultural Coaching: Managing Social Identity Conflict
      5. Application of Cross-Cultural Coaching Models
      6. An Integrated Process Model for Cross-Cultural Coaching
      7. Conclusion
    6. Chapter 11: Coaching in Context: The Individual in Relation to Organizational Culture
      1. Organizational Culture
      2. Industry-Specific Knowledge: Relevance to Coaching
      3. Coach Preparation for an Engagement
      4. Letting Go of Knowledge and Assumptions: The Coaching Mind-Set
      5. Conclusion
    7. Chapter 12: Ethical Considerations for the Human Resource Coach
      1. Human Resource Coaching Defined
      2. Ethical Framework for HR Coaching
      3. Navigating Dilemmas
      4. Organizational Support for HR Coaching
      5. Conclusion
  9. Part 3: Special Applications of Coaching
    1. Chapter 13: Coaching for All: Creative Leadership Conversations with Peers
      1. Creative Leadership Conversations
      2. CLC in the World
      3. Conclusion
    2. Chapter 14: Mentoring for Leadership Development
      1. Mentoring: How It All Got Started
      2. Background and Defining What Mentoring Is and Isn't
      3. Considerations for Setting Up a Mentoring Program
      4. The Future of Mentoring
      5. Conclusion
    3. Chapter 15: Executive Coaching for Onboarding
      1. The Importance of Hiring and Retaining Top Talent
      2. Executive Integration Coaching and Onboarding: What's the Difference?
      3. The Coaching Work
      4. Executive Integration Framework
      5. Designing an Executive Integration Coaching Program
      6. Conclusion
    4. Chapter 16: Team Coaching
      1. Building a Team's Capacity to Perform
      2. Assessment: Team Discovery and Diagnosis
      3. What Makes a Team Effective?
      4. When to Do What: The Temporal Dynamics of Teams
      5. Pulling It All Together: The Process of Team Coaching
      6. Specific Applications of Team Coaching
      7. Tools Used in Team Coaching
      8. Conclusion
    5. Chapter 17: Senior Team Coaching
      1. Why Senior Leadership Groups Need Coaching
      2. How HR Leaders Become Senior Team Coaches
      3. Characteristics of Senior Teams
      4. Conclusion
    6. Chapter 18: Transforming Organizations: Coaching and Guiding Senior Teams
      1. Transformation Obligation
      2. Change Leadership Is the Way: Our Transformation Framework
      3. Lesson 1: Strategy Execution Drives Transformation
      4. Lesson 2: Combining Skill Sets of Coach and Guide Yields Alchemy of Transformation
      5. Lesson 3: The Vertical Shift in Leadership Culture Is Transformation
      6. Lesson 4: Transformation Is the Art of Cultivating Leadership Mind-Sets
      7. Lesson 5: The Art of Change Leadership Is Getting Strategy and Culture Aligned
      8. Lesson 6: Practitioners Bring Learning Tools and Agile Mind-Sets to the Experience of Transformation
      9. A Practitioner's Look in the Rearview Mirror
      10. Conclusion
    7. Chapter 19: Coaching beyond the Organization
      1. What Is a Multilayered Leadership Solution?
      2. Leadership beyond Boundaries
      3. Why Focus on Young People?
      4. Core Building Blocks of a Multilayered Leadership Program
      5. Multilayered Leadership Development Programs: Examples
      6. A Call to Action
      7. Conclusion
      8. Notes
    8. References
    9. Name Index
    10. Subject Index
    11. About the Center for Creative Leadership
    12. End User License Agreement

Product information

  • Title: The Center for Creative Leadership Handbook of Coaching in Organizations
  • Author(s): Douglas Riddle, Emily R. Hoole, Elizabeth C. D. Gullette
  • Release date: February 2015
  • Publisher(s): Jossey-Bass
  • ISBN: 9781118841488