Executive Coaching - A Guide For The HR Professional.pdf

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16 EXECUTIVE COACHING ........................... distinctions have been drawn among these different types of assistance and what they have to offer. Looking ahead to the next chapter, we examine the kinds of circumstances under which coaching is most appropriate. You will begin to understand more about what really happens in the coaching relationship and about situations and settings where coaching may not be the best option.
2 ................................. When Is It Appropriate to Use Coaching? What does a coaching opportunity look like? When is coaching the intelligent way to approach a situation? This chapter examines circumstances when calling in a coach makes good sense. Topics covered in this chapter include the following: • When coaching is appropriate • How a coach can help • When not to use a coach Coaching situations don’t exist in the abstract—they occur in connection with a particular person, at a particular junction in his or her organizational life. Therefore, what represents a business challenge and, hence, a coaching opportunity for one person may not be the same for another person. This seems obvious, but it’s worth restating. A fair percentage of coaching assignments start out because there has been a “glitch” of some kind—a complaint, a low rating on a 360° survey or a performance appraisal, unresolved conflict, or perhaps an unnecessary business problem. 17 .....
Page 3 and 4: About This Book Why is this topic i
Page 5: About Pfeiffer Pfeiffer serves the
Page 8 and 9: Copyright © 2005 by John Wiley & S
Page 10 and 11: viii CONTENTS ................. Sec
Page 13: Acknowledgments ...................
Page 16 and 17: 2 INTRODUCTION ....................
Page 18 and 19: 4 INTRODUCTION ....................
Page 20 and 21: 6 EXECUTIVE COACHING ..............
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Page 25 and 26: Table 1.1 Driving Forces Behind Org
Page 27 and 28: • “Formally contracted” means
Page 29: What Is Coaching? 15 ..............
Page 33 and 34: When Is It Appropriate to Use Coach
Page 37 and 38: a “safe” environment in which t
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Page 43 and 44: eferences. It’s easier to get ref
Page 45 and 46: coaches do not have this certificat
Page 47 and 48: • Develops plans; establishes and
Page 49 and 50: How Do You Select a Coach? 35 .....
Page 51 and 52: Clearly, the internal coach should
Page 53 and 54: A final topic of possible interest
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Page 57 and 58: • A starting and possible ending
Page 59 and 60: What Are the Steps in the Coaching
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What Is the Boss’s Role? 91 .....
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What Is the Boss’s Role? 93 .....
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What Is the Coach’s Role? 97 ....
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What Is the Coach’s Role? 99 ....
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serves as the catalyst in helping t
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What Is the Coach’s Role? 103 ...
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Multi-Cultural Issues 119 .........
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Multi-Cultural Issues 121 .........
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tests—that I was smart, worth som
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Howard’s Story 135 ..............
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David’s Story 139 ...............
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Carter’s Story 151 ..............
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• Is there flexibility in the pro
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Agreement Sample Agreement for Coac
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Appendix ..........................
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214 BIBLIOGRAPHY ..................
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About the Authors .................
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Index .............................
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Index 221 ............ D Developmen
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Pfeiffer Publications Guide This gu
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to stimulate or refocus the group.
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for example. The way in which the r
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