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Book Description

Discover the key to becoming an extraordinary coach. Coaching is more than simply learning a process and set of skills. Exceptional coaches draw on their professional experience, knowledge of organizationally relevant topics, strong helping skills, coaching-specific competencies, and most important, their ability to use their own intuition in the service of the client. Becoming an Exceptional Executive Coach is the first book that brings all of these elements together to guide readers in developing their own personal model of coaching. Beginning with a self-assessment, readers will examine the core content areas crucial in any coach’s work, from engagement and goal setting to needs assessment, data gathering, feedback, and development planning—and then learn how to combine that knowledge with the unique perspective they bring to the table as individuals in order to achieve maximum coaching effectiveness. Each chapter includes a case study that brings the practice of coaching to life. Tools include charts, development plans, contracts, and more, plus ongoing discussion of the role of coaching in organizational contexts.

Table of Contents

  1. Cover Page
  2. Title Page
  3. Copyright Page
  4. Contents
  5. Acknowledgments
  6. List of Figures
  7. Introduction
  8. Part I: Foundations for Becoming an Exceptional Executive Coach
    1. Chapter 1 Your Personal Model of Coaching
    2. Chapter 2 Executive Coach Competencies
    3. Chapter 3 Foundations and Definitions
  9. Part II: Topics in Executive Coaching
    1. Chapter 4 Managing the Coaching Engagement
    2. Chapter 5 Contracting the Coaching Process with Clients and Sponsors
    3. Chapter 6 Sponsor and Stakeholder Involvement
    4. Chapter 7 Building Early Relationships with Clients
    5. Chapter 8 Goal Evolution
    6. Chapter 9 Assessment and Information Gathering
    7. Chapter 10 Feedback: What and How
    8. Chapter 11 Development Planning
    9. Chapter 12 Encouraging Dialogue and Stories
    10. Chapter 13 Strengthening the Partnership
    11. Chapter 14 Using the Partnership to Motivate Change
    12. Chapter 15 Coaching for Leadership
    13. Chapter 16 Differences
    14. Chapter 17 Closure
    15. Chapter 18 What Happened: Self-Reflection and Evaluation
    16. Chapter 19 Professionalism and Responsibility
    17. Chapter 20 The Role of the Internal Coach
  10. Part III: Articulating the Outputs of your Personal Model
    1. Chapter 21 Output 1: Your Approach to Executive Coaching
    2. Chapter 22 Output 2: Your Executive Coaching Practice
    3. Chapter 23 Output 3: Your Professional Development Plan
    4. Chapter 24 Becoming an Exceptional Executive Coach: Amber’s Story
  11. Exhibits
  12. Notes
  13. Coaching Glossary
  14. For Further Reading
  15. Index
  16. About the Authors