The Coaching Connection: A Manager’s Guide to Developing Individual Potential in the Context of the Organization

external reward systems, 138,

139

feedback

from clients’ managers, 40

collection of, 34

defensiveness about, 209

to and from direct reports,

75

peer, 146

on performance, 132

providing, 35–36

see also 360-degree

feedback assessments

Feliciano, Gloria, on

coaching, 211

The Fifth Discipline (Peter

Senge), 87

Free Agent Nation, 217–218

General Electric (GE), 157

goals

alignment of, xii, xiii

career, 130

for individual

performance, 132, 133

“growth opportunities,” gaps

as, 65

habit(s), 6–7

and career status, 228–229

of communication,

116–117

for competence, 245

of development and

learning, 166, 186

and organizational culture,

100

replacing, 64

and team dynamics, 207

health and well-being of

employees, 142–144

hiding information, 109

high-potential (HiPo) talent, x

and “B” players, 129

development programs for,

158–159

leadership potential of,

135, 136

managing potential of,

133–134

retaining, 136

systems thinking by, 135

Hoover, John, 192, 198

ICF (International Coaching

Federation), 29

IDPs (individual development

plans), 174

incentives

rewards and recognition

as, 137–139

with talent solutions, 161

types of, 130

individual development plans

(IDPs), 174

insular thinking, 25–26

intentional behavior, xvi, 248

internal coaches, xv

external coaches vs.,

15–21

responsibilities of, 22–23

internal reward systems, 138,

139

International Coaching

Federation (ICF), 29

International Personnel

Management

Association, 154

interviews, hiring, 128

260 INDEX