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The Coaching Manager
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The Coaching Manager
Developing Top Talent in Business

Third Edition


June 2016 | 360 pages | SAGE Publications, Inc

The Coaching Manager provides guidance, tools, and examples needed to develop leadership talent and inspire performance through an innovative coaching model that the authors have researched and tested among thousands of managers through the renowned Babson College Coaching for Leadership and Teamwork Program. Unlike coaching books that focus on performance problems, The Coaching Manager presents a developmental coaching methodology that managers can use to guide employees to achieve higher levels of skill, experience greater engagement with organizations, and promote personal development. 

Key Features 

  • Covers the concept, processes, and strategies involved in developmental coaching, providing real-world strategies for developing people in any organization.
  • Offers self-assessment tools to prompt students and managers to explore their existing notions of coaching and to what extent they or their organizations might be prepared or ready to create and sustain a coaching environment.
  • Twenty real-world cases illustrate coaching in action across different organizations and environments.
  • Action checklists to deepen skills and provide experiential learning opportunities in the classroom and on the job.
 
Chapter 1: Whither the Coaching Manager
Coaching in an Uncertain World

 
The Coaching Manager Model and Developmental Coaching

 
Coaching and Learning

 
Why Don’t More Managers Coach?

 
It’s the Relationship That Matters

 
Coaching Isn’t the Same as Mentoring

 
The Title of the Book Is The Coaching Manager

 
 
Chapter 2: The Coaching Manager Model—An Overview
Tonia and Ashok

 
Our Reactions to the Case

 
The Coaching Manager Model

 
A Coaching Culture

 
The Coaching Mindset

 
It’s the Relationship that Makes it All Possible

 
The Coachee

 
The Opportunity

 
Reflection

 
Feedback

 
Follow Through and the Action Plan

 
As You Experiment With Coaching

 
 
Chapter 3: The Coaching Mindset
The Manager Who Learns to Coach

 
Can Anyone Learn to Coach?

 
The Characteristics of the Coaching Mindset

 
The Coaching Manager

 
 
Chapter 4: The Coachable "Coachee"
The Question of “Coachability”

 
What Do Employees Want From Their Managers?

 
Hallmarks of the Coachable Learner

 
The Problem of Impression Management

 
Barriers to Coaching: What Does an Apparent Lack of Coachability Look Like?

 
Arrogance: The Overestimator

 
An Apparent Lack of Interest in the Job

 
The Impact of Personal Stress

 
Diversity and Coachability

 
A Mismatch Between the Career Stage of the Employee and the Career Stage of the Manager

 
Coachability: Treat Each Employee as an Individual

 
 
Chapter 5: The Coaching-Friendly Culture and the Coaching Relationship
The Coaching Friendly Culture

 
The Values and Practices of the Coaching-Friendly Culture

 
The Coaching Manager and Coachee Relationship

 
The Decision to Trust

 
Building Trust and a Coaching-Friendly Culture at the Team Level

 
The Coaching Relationship in a Diverse World

 
Cultural Intelligence

 
Protecting a Coach-Friendly Culture Over Time

 
 
Chapter 6: The Opportunity
Coaching Managers Focus on Running a Business

 
Not Just Results, Process: How the Work Gets Done

 
The Common Element in All Learning Opportunities

 
The Coachee’s View of the Learning Opportunity

 
What Should the Coaching Manager Pay Attention to? Competence

 
Entrepreneurial Learning

 
Strengths or Weaknesses?

 
Opportunities: A Summary

 
 
Chapter 7: Reflection
What Do We Mean By Reflection?

 
Timing

 
Encouraging Reflection

 
Ask Reflective Questions, Listen for Understanding

 
On Learning to Ask Useful Questions

 
Helping the Employee Take Ownership

 
This Takes Time – And it Doesn’t Get You There

 
 
Chapter 8: Feedback
Why are Performance Date, 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 Related Approaches to Gathering Performance Data

 
The Coachee’s Role

 
The Coaching Manager as Observer: Promoting Learning and Performance, From the Sidelines

 
Feedback and Coaching

 
The Benefits of Feedback

 
The Problem With Feedback

 
Making Feedback Useful – A Summary

 
The Basics of Providing Balanced Feedback

 
The Emotional Impact of Feedback

 
Maximizing the Value of That Imperfect Instrument, Feedback

 
Your Development as a Provider of Feedback

 
 
Chapter 9: Follow Through and Action Planning
Planned Development and Action Planning

 
Setting Goals

 
How People Change

 
Unfreezing

 
Change

 
Refreezing

 
Building Commitment for Learning and Change

 
Face-to-face Follow-up and More

 
Conclusions: Goal Setting and Follow Through

 
 
Chapter 10: Developmental Coaching and Performance Problems
Causes of Performance Problems

 
Poor Managers and Poorly Communicated Expectations

 
The Problem of Alignment

 
The Right Person in the Wrong Situation

 
Personal Problems

 
Character

 
Team Problems

 
Organizational Change

 
Addressing Performance Problems: Some Coaching Guidelines

 
 
Chapter 11: Coaching and Career Development
The Changing View of Careers and Career Development

 
Knowing What You Want

 
Developmental Coaching and Career Development

 
Learning Goals and Career Development

 
Who You Know Does Count: Networks, Supporters, and Blockers

 
Using Developmental Coaching to Address Career Concerns and Promote Career Development

 
The Career Story

 
The Final Word, for Now

 
 
Chapter 12: Coaching and Management Education
The Nature of the Problem

 
Transfer of Learning

 
Making the Most of Learning in Management Education

 
Defining the Learning Goal

 
Choosing the Right Program

 
Following Up

 
Management Development Programs and the Coaching Manager

 
 
Chapter 13: Distance Coaching
Trust and the Virtual Team

 
What About Texting? Back to What Coaching is All About

 
Distance Coaching: A Summary of the Key Points

 
 
Chapter 14: Epilogue
Once Again, Technology

 
Changing Demographics

 
The Relationship Between the Manager and the Employee Is Still the Key

 
A Final Word for Our Coaches, Experienced and New

 

Sample Materials & Chapters

Chapter 1

Chapter 2


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ISBN: 9781483391656
£64.00

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