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CHAPTER 6: INTERNAL COACHING.....................99 CHAPTER 7: BEST PRACTICES FOR KEY ROLES & FUNCTIONS..............................................111 PART IV: THE HOW..................................................... 123 CHAPTER 8: DESIGNING & MEASURING YOUR COACHING PROGRAM............................................125 CHAPTER 9: IMPLEMENTING EXTERNAL COACHING.................................................................141 CHAPTER 10: IMPLEMENTING COACHING SKILLS FOR LEADERS..............................................149 CHAPTER 11: IMPLEMENTING INTERNAL COACHING.................................................................155 CONCLUSION..................................................................171 GLOSSARY OF TERMS...................................................179 ICF CODE OF ETHICS....................................................184 RESOURCES......................................................................191
INTRODUCTION The knots in your stomach tighten like a python, you’ve run through—and stressed out about—each one of your deadlines already, and you haven’t even finished making your morning coffee. Cortisol floods through your body on your commute as you anticipate each reaction and challenge you might face today. You cringe upon entering the building, and again at the thought of what might be facing you in your ever-shrinking cubicle, in your ever-growing inbox, and at today’s ever-boring meetings. You’ve been showing up to the office earlier and earlier, to grab a moment of peace—no matter how tiny— to prepare for the day, but everyone else is doing it too, and so all you’ve achieved is a routine of working longer hours. Today, just like yesterday, and the day before that, your authority, your leadership and your territory will be challenged. You must monitor your staff ’s actions, positioning and even presentations, to be sure that you look like you know what you are doing at all times. You can’t even trust them to make sound judgments in their projects. You have to oversee everything and insert your experience at every turn. How much longer can you keep this up? You can’t say anything to your boss, what if she thinks you are
Page 1: COACH CULTURE A PLAYBOOK FOR WINNIN
Page 5 and 6: COACH CULTURE A PLAYBOOK FOR WINNIN
Page 7 and 8: ACKNOWLEDGMENTS Many people were in
Page 9: Acknowledgments vii For Jim DuPree,
Page 14 and 15: 2 Coach Culture incompetent if you
Page 16 and 17: 4 Coach Culture So, with that infor
Page 18 and 19: 6 Coach Culture skills. With their
Page 20 and 21: 8 Coach Culture When employees answ
Page 22 and 23: 10 Coach Culture that if they work
Page 24 and 25: 12 Coach Culture a move to a new ci
Page 26 and 27: 14 Coach Culture THE HEADLINE TEST
Page 28 and 29: 16 Coach Culture A coach plays a lo
Page 30 and 31: 18 Coach Culture end, a lot of room
Page 32 and 33: 20 Coach Culture Campbell (see refe
Page 34 and 35: 22 Coach Culture it’s advising. C
Page 37: PART I: THE WHAT
Page 40 and 41: 28 Coach Culture I like to think of
Page 42 and 43: 30 Coach Culture There was a time p
Page 44 and 45: 32 Coach Culture Another part of th
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