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5 months ago

CoachCultureSAMPLE

CHAPTER 6: INTERNAL

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