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The Extraordinary Coach: How the Best Leaders Help Others Grow by Kathleen Stinnett, John Zenger

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Chapter 16Signaling the Lane Change Managing Expectations

By now, we hope that you have picked up several useful ideas for changing the way you currently coach your employees. If you are like most leaders we work with, you

• Realize that you tend to give more advice than you should

• Recognize the value of Framing the Conversation—setting the stage and being clear on the expected outcomes

• See the value of asking more nonleading questions

• See the wisdom of creating at least three alternatives before narrowing down the path of action

In any case, you plan to change your way of approaching coaching conversations.

When we work with leaders after they have learned all of these skills and frameworks, we often hear statements like these:

• “If I ...

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