Coaching for High Performance

Coaching for High Performance: How to develop exceptional results through coaching

SARAH COOK
Series: Soft Skills
Copyright Date: 2009
Published by: IT Governance Publishing
Pages: 125
https://www.jstor.org/stable/j.ctt5hh3q1
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  • Book Info
    Coaching for High Performance
    Book Description:

    Coaching for High Performance emphasises that coaching is a tool which can be used at any time and in any place, via telephone, e-mail and face to face. Coaching is a forward-focused and goal-oriented tool to unlock potential. It can also help you resolve issues with colleagues, key stakeholders or even your boss. It encourages self-discovery and awareness of self and others. By adopting a coaching approach, you are more likely to achieve high levels of both employee engagement and customer satisfaction. You can even use the practical techniques on your family, friends and yourself!

    eISBN: 978-1-84928-003-7
    Subjects: Management & Organizational Behavior

Table of Contents

  1. Front Matter
    (pp. 2-4)
  2. FOREWORD
    (pp. 5-5)
    Angela Wilde

    IT is often seen as a ‘hard-skill’ profession where there is no place for soft skills. Yet the importance of soft skills for the IT professional should not be underrated; they underlie all behaviours and interactions. Both IT and non-IT professionals need to work together and learn from each other for effective business performance. All professionals, be they in IT or elsewhere, need to understand how their actions and reactions impact on their behaviour and working relationships.

    This series of books aims to provide practical guidance on a range of soft-skills areas for those in IT and also for others,...

  3. PREFACE
    (pp. 6-6)
    Sarah Cook
  4. ABOUT THE AUTHOR
    (pp. 7-7)
  5. ACKNOWLEDGEMENTS
    (pp. 8-8)
  6. Table of Contents
    (pp. 9-9)
  7. CHAPTER 1: WHAT IS COACHING?
    (pp. 10-18)

    In this chapter I provide you with:

    A definition of coaching and how this is different to training, counselling and mentoring.

    An overview of the benefits of coaching.

    An illustration of where coaching may be useful for you.

    An overview of how coaching is linked to performance management.

    Marvin was struggling. Although an experienced IT manager, he was new to the organisation. He had inherited a department consisting of a mixture of ‘old hands’ as well as several graduates and project managers who, like himself, were new to the organisation. The business had an aggressive agenda for change encompassing several...

  8. CHAPTER 2: THE SKILLS AND STYLES OF COACHING
    (pp. 19-29)

    In this chapter I discuss:

    What are the skills of coaching?

    How do your current skills measure up?

    The underlying beliefs of the effective coach and the coachee.

    Three styles of coaching and when they are appropriate.

    Having identified what coaching is and the potential benefits this brings, in this chapter I will focus on the skills and beliefs of the effective coach. I will also discuss the context in which you as IT manager are likely to coach and therefore the style of coaching which is likely to be most beneficial.

    I was recently working with the IT manager...

  9. CHAPTER 3: MODELS OF COACHING
    (pp. 30-44)

    In this chapter I set out:

    The history of coaching and how it has become an established management tool.

    Four different models of coaching and how you can apply them when you are coaching.

    Have you ever wondered how coaching came to be established as a well-known performance technique? Are you confused by the wealth of terminology surrounding coaching, such as executive coaching, life coaching, career coaching, fitness coaching, etc?

    Coaching as we know it began in the 1970s when a Harvard graduate called Tim Gallwey was doing some tennis coaching. It was getting late and Gallwey was monotonously throwing...

  10. CHAPTER 4: EFFECTIVE FEEDBACK
    (pp. 45-60)

    In this chapter I discuss:

    Coaching and the link to feedback.

    Beliefs about feedback.

    Tips for giving motivational and developmental feedback.

    Two models for giving feedback.

    How to deal with reactions to feedback.

    How to test and practise your skills for giving feedback.

    Coaching to create high performance is underpinned by the ability to give effective feedback. Typically a coaching need is unearthed when a manager provides feedback on performance to their team member, or as result of feedback that others have provided to the coachee.

    A definition which is helpful is ‘feedback is a communication to a person which...

  11. CHAPTER 5: CONTRACTING AND GOAL-SETTING
    (pp. 61-72)

    In this chapter I provide guidance on:

    How to ‘contract’ with a coachee.

    How to set SMART goals with a coachee.

    The pitfalls when helping the coachee set goals.

    The beginning of any coaching partnership is key to developing an ongoing relationship. I have supervised many coaches who have privately sought advice about coaching relationships that have gone wrong. Typically the problems they have encountered relate to the lack of clarity about how they will work with their coachee and the lack of agreed objectives for the coaching they are about to undertake.

    At the beginning of any coaching relationship...

  12. CHAPTER 6: LISTENING AND QUESTIONING SKILLS
    (pp. 73-91)

    Skilful questioning and active listening are the two foundation blocks of coaching. In this chapter I aim to help you improve your listening and questioning skills by introducing:

    The art of listening in a coaching environment.

    Powerful questions and how to use them effectively to coach.

    Bad behaviours to avoid.

    I have often been surprised by the amount of people that I coach who tell me that one of the things they value most from coaching is being heard. Often we hurry through life without having the opportunity to properly express ourselves and to be acknowledged and heard. In the...

  13. CHAPTER 7: GENERATING OPTIONS AND ENCOURAGING CHANGE
    (pp. 92-111)

    Questioning and listening will help you to get the best for the person you are coaching. As we have seen, coaching is a forward-focused activity.

    In this chapter I will explore how you can help the individual

    Generate options for the future.

    Evaluate and select the approach(es) which will help them attain their goal.

    Create and implement a robust action plan.

    I also provide exercises to help you consolidate and practise your own coaching skills.

    I was in a coaching session recently that made me more aware than ever of how important it is in coaching to ensure that the...

  14. CHAPTER 8: INTRODUCING COACHING TO YOUR ENVIRONMENT
    (pp. 112-120)

    In this chapter I discuss:

    How to set up a coaching programme in your IT department.

    Practical advice on how to do this.

    The pitfalls to avoid.

    So, you have read through the chapters of this book and you are enthused (hopefully) by the concept of coaching. How do you introduce this in your organisation? Where do you begin?

    I have seen many IT managers who have wanted to create a culture of coaching in their own department but who have failed at the first hurdle because their culture is one of command and control. Coaching creates an empowering environment...

  15. BIBLIOGRAPHY
    (pp. 121-121)
  16. GLOSSARY
    (pp. 122-123)
  17. ITG RESOURCES
    (pp. 124-125)