Leading for learning : how managers can get business results through developmental coaching and inspire deep employee commitment / Lisa J. Koss.

Format:

Book

Author/Creator:

Koss, Lisa J., author.

Language:

English

Subjects (All):

Employee motivation.

Physical Description:

1 online resource (159 pages)

Edition:

1st ed.

Place of Publication:

Boca Raton, Florida ; Abingdon, Oxon : Routledge, [2021]

Summary:

People do their best work when they are motivated. This may sound obvious, but while people managers instinctively agree with the centrality of motivation at work and its impact on employee engagement, their practices do not follow. With so much "real work" to do every day, how can managers also carve out time to learn, engage, build relationships, tap motivation, encourage development, and inspire? The problem is a false dichotomy between the world of business and that of people development. What if managers were able to systematically transform everyday business issues into meaningful, developmental coaching opportunities with employees at the same time? This proven coaching approach radically shifts conversations away from either-or propositions and uses an entirely different lens: transforming business challenges by connecting them directly to employee motivation to achieve the desired business result while dramatically increasing employee engagement. And all this comes none too soon as leaders must rethink the way they lead given the modern realities of organizational life. Among them: A rapidly changing workplace and increasing uncertainty that requires a fundamental shift in the leader's approach, including the distribution of authority and the expectation that employees take responsibility for their own learning Pervasive and persistent employee disengagement, characterized by employees who no longer accept the organization's priorities at the expense of their own, whereorganizations that continue to dictate terms will find ongoing challenges with costly employee turnover and lack of engagement During the past decade, the Developmental Coaching Model has been taught across the globe in nine languages and has been enthusiastically embraced by thousands of managers while dissolving the invisible barriers that block individual and organizational development and business success.

Contents:

Cover

Half Title

Title Page

Copyright Page

Table of Contents

Acknowledgments

Author

Introduction

Why You Should Read this Book

As a People Manager, You're Expected to Coach Others

You Have Nagging People and Business Issues

You Want to Become a Guide for Others

You Need People to Learn Faster and Systematically

A Coaching Skillset and Mindset

Coaching Mindset #1: Developing Others Means Developing Oneself

Coaching Mindset #2: Cultivating Curiosity about Others

Coaching Mindset #3: Resistance is the Answer, Not the Problem

A Global Perspective and Approach

Does this Method Work?

The Origins of Coaching, Briefly

What this Book is Not

Book Summary by Chapter

Notes

1 Developmental Coaching

What's the Big Deal about Coaching?

What is Developmental Coaching?

Why Developmental Coaching?

The Need for Purpose

Employee Engagement

Retention and Discretionary Effort

Stabilizing Forces in Times of Disruption

Learning and Psychological Flexibility

2 The Developmental Coaching Model

Why this Model?

A High-Level View of the Developmental Coaching Model (DCM)

The Developmental Coaching Model (DCM)

Phase I - Build Trust (Step #1)

Phase II - Contracting (Steps #2, #3, and #4)

Phase III - Work the Idea/Issue (Steps #5, # 6, #7)

Using the Model with One's Peers or Manager

It's Practice that Matters

3 Phase I: Build Trust

Want to Get Better at Trust?

Can We Really Expect to Adequately Understand Trust?

Two Rules of Trust

Rule #1: Have the Coachee's Best Interest at Heart

Rule #2: Be Contextually Competent

How to Accelerate Trust

Increase Curiosity

Never Stop Raising Your Self-Awareness

Stay in the Present

Tips to Stay in the Present

"Join" Others

Detect Non-Verbal Language and Context.

Be Aware of Power Dynamics

Use the Developmental Coaching Model

Trust Challenges

Trust Challenge #1: Not Wanting to Upset a Harmonious Relationship

Considerations and Approaches for Trust Challenge #1

Trust Challenge #2: The Coachee is Highly Resistant

Considerations and Approaches for Trust Challenge #2

Trust Challenge #3: You Know "The Answer"

Considerations and Approaches for Trust Challenge #3

Trust Challenge #4: Remote Coaching

Considerations and Approaches for Trust Challenge #4

Trust Challenge #5: You are Completely Stuck! Who Shifts?

Considerations and Approaches for Trust Challenge #5

The Time It Takes

4 Phase II: Contracting

Coach-Led Contracting (Steps #2, #3, and #4)

Coach-Led Contracting is Like Setting the Table

Step #2: Dilemma. Why is this Important?

W: Identify the "Want"

Coach-Led Case #1: Julian Has an Unsatisfied Customer

Challenges with the "Want"

D: Dilemma - Your Theory

Contrasting Dilemmas and Problems

Challenges with the Developmental Dilemma

W: WIFM (What's in It For Me?)

Challenges with the WIFM

How Does a Coach-Led WDW Sound?

Example of Step #1-2 - Alicia Focuses on External Customers

Example of Step #2 WDW - Following up on a Prior Coaching Conversation

Analyzing the Mechanics of Step #2

Step #3: Agree on the Topic

The Arrow

Challenges of Step #3

Step #4: " How Can I Be Useful (In this conversation)?"

What Else Happens in Step #4?

Challenges of Step #4

Coach-Led Contracting (Steps #1-4)

Client-Led Contracting (Steps #2, #3, and #4)

What's Different about Client-Led Coaching

Client-Led Coaching Opportunities are Often Camouflaged

Client-Led Coaching Opportunities Come at Inconvenient Moments

How Does Client-Led Contracting Sound? (Steps #1-4)

Sergei's Case: Further Analysis.

Contracting Wisdoms

Wisdom #1: See Resistance As Natural and Necessary

Wisdom #2: Be Transparent

Wisdom #3: Be Highly Attentive to Power Dynamics

When the Coachee Is a Peer or Manager

When the Coachee Is a Peer

When the Coachee Is the Manager

Final Comments on Contracting

5 Phase III: Work the Idea/Issue

Step #5: Prompt the Client to Find Solutions

Transition Questions

Active Listening

What If the Coach Is Working Harder than the Client?

What If the Coach Becomes Confused or Lost?

What If the Client Backs Away or Resists Looking for Solutions?

Challenges of Step #5

Step #6: Provide Your Experience to Help Guide

Challenges of Step #6

Step #7: Summarize. How Do You Feel? Was this Useful?

The Coach Gets Feedback

Sample Closing Questions

Challenges of Step #7

Bringing It All Together: A Coaching Conversation Steps #1-7

6 Becoming a Manager-Coach

Tools and Practices

Starting to Coach and Building the Practices

Draft Your Leadership "Bumper Stickers"

Make No Assumptions

Define Terms

Walk Yourself through Step #2 of the Model

Establish the Coaching Expectation of Yourself and Your Direct Reports

Reframe the Purpose of Coaching When Necessary

Establish Metrics

Keep the Feedback Loop Going

Other Supportive Practices

Variations of Coaching

Performance Problems

Problem-Solving With a Coaching Mindset

Epilogue

Index.

Notes:

<P></P><P>Acknowledgments. Author. <B>Introduction. 1 </B>Developmental Coaching. <B>2 </B>The Developmental Coaching Model. <B>3 </B>Phase I: Build Trust. <B>4 </B>Phase II: Contracting. <B>5 </B>Phase III: Work the Idea/Issue. <B>6 </B>Becoming a Manager-Coach. <B>Epilogue. </B>Index.</P>

Description based on print version record.

ISBN:

1-000-17724-6

0-429-35234-4

1-000-17740-8

9780429352348

OCLC:

1197813307