Coaching and mentoring : practical techniques for developing learning and performance

Description

Praise for Coaching and Mentoring, 4th edition Title Page Copyright Page Contents Acknowledgements 01 Introduction to this edition of Coaching and Mentoring References Part One The purpose, nature and practice of coaching and mentoring 02 Coaching – what the research says Coaching effectiveness is always contextual What coaching can achieve What we can say about coaching Is that all? The rise of the e-coach Conclusion Notes 03 Learning and adaptability The key purpose of coaching and mentoring What do we mean by learning and adaptability? Why is some change harder to adapt to than others? What makes change ‘stick’? References Note 04 The core skills Core skill – listening Core skill – asking questions Core skill – giving feedback Summary References 05 The toolkit chapter ‘Route map’ models Models to help you and your client think about a situation and work with it References 06 Awareness of individual differences Ways of understanding and working with ‘how we are’ Culture, purpose, values and beliefs Capabilities The impact of stress on ‘how we are’ Reflection and mindfulness as tools to create greater self and other awareness References Note 07 Supervision for coach or mentor What is coaching supervision? Different types of supervision for coaches and mentors Models and techniques to support supervision for coaches and mentors How much supervision is recommended? How long should you work with the same supervisor? How does supervision add value? Conclusion – supervision for effective continuous professional development References 08 Stories of coaching and mentoring Story 1: Stepping onto the balcony Story 2: The value of listening Story 3: Not enough emotion? Story 4: Keeping it real Story 5: In-house coaching Story 6: Listening to dissonance Story 7: Staying the course Story 8: Building broader leadership Story 9: Brief coaching Story 10: Making space for the team to think together Story 11: Reinvigorating a coaching programme Part Two How to effectively implement coaching and mentoring in organizations 09 Why invest in coaching and mentoring? What and where is the need? What is great coaching and mentoring? What is the focus of a coaching and mentoring agenda, and where will it have the greatest impact? How do you build a business case and get buy-in? What will you measure and how will you measure it? References 10 Coaching and mentoring: what they are and how they are used in organizations What are coaching and mentoring? The emergence of the coach-mentor How organizations implement coaching and mentoring What purposes do organizations use coaching and mentoring for? A coaching culture – what is it and how can I create it? Conclusions References 11 Implementing coaching and mentoring Initiation Communication and buy-in with stakeholders Importance of sponsorship within the organization Design/creation Setting up your project team Effective processes Virtual and face-to-face conversations Evaluation/impact review and learning What derailers might you face and how can you address them? Checklist for successful implementation References 12 Roles and responsibilities in coaching and mentoring Whose role and responsibility are coaching and mentoring in organizations? Conclusion References 13 Supervision in practice The role of supervision in developing coaching capacity in the organization The fundamentals for implementing supervision Outcomes of a ‘built in’ approach to supervision What next? Summary Checklist References 14 Coaching the team Introduction to team coaching Why team coaching now? What do we mean by coaching a team? Learning teams: the link between high-performing teams and teams that can reflect on their own process Role of the leader in coaching the team Role and relationships of the team coach-mentor Unlocking connection and belonging Team coach-mentoring contract Team coaching objective Summary References 15 Coaching and mentoring in the system and the impact of culture We are all influenced by and have impact on the systems around us The individual as a cultural system The organization as a cultural system Onboarding and transition coaching Introducing and embedding a coaching culture Conclusion References 16 What’s next? Changes in people Changes in technology Changes in organization References Appendix: Professional governing bodies European Mentoring and Coaching Council (EMCC) International Coaching Federation (ICF) Association for Coaching (AC) Association for Professional Executive Coaching and Supervision (APECS) The International Society for Coaching Psychology (ISCP) Association of Coaching Supervisors (AOCS) Index