Index
In this index, f denotes figure and t denotes table.
A
action, committing to. See Commit to Action (Seven Cs Coaching Map)
action plans. See also Construct a Plan (Seven Cs Coaching Map)
benefits of, 95–96
examples, 94t, 95f
field practice and, 99–100
impetus behind, 93
mindmap, 95f
agreements, coaching, 61, 62t, 63–64
Alternatives (C-O-A-CH model), 31t, 32
analysis, data, 76–79
analytics, 128–129, 137–138
Anderson, Truett, 21
appraisals, coaching, 125–127
appreciative feedback, 72
Argyris, Chris, 15, 35
assignments, 100
Auerbach, Jeffrey, 133–134
B
behaviors, 83t
Belf, Teri, 97
beliefs, continuum of, 6, 7t
benchmarking activities, 99
“Benefits of a Coaching Culture, The” (Yu), 133
“bringing the environment along,” 84–85
Brown, Brené, 80
Building a Coaching Culture (Human Capital Institute and International Coach Federation), 134
Building a Coaching Culture With Managers and Leaders (Human Capital Institute and International Coach Federation), 139
business, impact on, 128–129
C
Capture Context (Seven Cs Coaching Map)
about, 12t
agreements, coaching, 61, 62t, 63–64
case studies, 26–27, 67–68
data, 65–67, 65t
deconstructing context, 56–67
as differentiating factor, 55–56
expectations, 57
fit, 60–61
mindset, 67
readiness, 57–60
case studies
Capture Context (Seven Cs Coaching Map), 26–27, 67–68
Celebrate Success (Seven Cs Coaching Map), 29–30, 109–111
Clarify Purpose (Seven Cs Coaching Map), 27, 67–68
coaching culture, systems approach to, 119–121
Commit to Action (Seven Cs Coaching Map), 28–29, 109–111
Collect and Feed Back Data (Seven Cs Coaching Map), 27, 85–91, 86–87t, 88t, 89–90t
Construct a Plan (Seven Cs Coaching Map), 28–29, 100–101
Create Options (Seven Cs Coaching Map), 27–28, 100–101
Seven Cs Coaching Map, 26–31
Celebrate Success (Seven Cs Coaching Map)
about, 13t
case studies, 29–30, 109–111
status checks, 107–108
CFO selection and success example, 49–51
challenges, 103
challenging others, 39t, 44–45, 48t
Choices (C-O-A-CH model), 30, 31t
chunking, 77
Clarify Purpose (Seven Cs Coaching Map)
about, 13t
agreements, coaching, 61, 62t, 63–64
case studies, 27, 68
data sources, 65–67, 65t
deconstructing purpose, 56–67
as differentiating factor, 55–56
expectations, 57
fit, 60–61
mindset, 67
readiness, 57–60
clients as data source, 65–66, 65t
climate and employee opinion surveys, 74
C-O-A-CH model
about, 30–32, 31t
dialogue building blocks in, 49–51
coachees as data source, 73
coaching. See also specific topics
circumstances of, 7–8
cognitive, 6, 7t
definitions, 22–23
focus of, 23t
future of, 136–140
incorporating in organizations, 32–34
neuroscience and, 121–122
other behavioral strategies and, 23, 23t
popularity, reasons for, 21
positive effects of, 21–22
results, measurable, 5, 5t
structured, 24t
structures for, 4, 123, 123–124t, 124
techniques, 122, 122–123t
tenets of, 3
trends and opportunities, 136–140
unstructured, 25t
coaching agreements, 61, 62t, 63–64
coaching appraisals, 125–127
coaching continuum, 23, 24–25t, 103
coaching conversations, 15–19, 21–22, 49–51
coaching culture
benefits of, 133–134
building, 2–5
building, barriers to, 135–136
building, systems approach to, 117, 118–119t, 119–121
coaching appraisals in, 125–127
defined, 113
future of, 134–135
hardwiring, 122, 122–123t, 123, 123–124t, 124
coaching environments, 15–19
coaching feedback, 72
coaching in the moment, 14
“coaching to performance,” 126–127
cognitive coaching, 5–6, 7t
cognitive dissonance, 81
colleagues, internal, 73
Commit to Action (Seven Cs Coaching Map)
about, 13t
“bringing in the environment,” 105–107, 106t
case studies, 28–29, 109–111
resistance, 103–105, 105t
commitment, 39t, 46–48, 48t
Collect and Feed Back Data (Seven Cs Coaching Map)
about, 13t
case studies, 27, 85–91, 86–87t, 88t, 89–90t
data, feeding back, 79
data, gathering, 71–72
data analysis, 76–79
data collection methods, 73–76, 75–76t
data sources, 73
feedback dialogue techniques, 81–82, 82–83t
feedback mindset, 79–80
support from others, getting, 83–85
Construct a Plan (Seven Cs Coaching Map)
about, 13t
action plan, benefits of, 95–96
action plan, examples of, 94t, 95f
action plan, impetus behind, 93
actions and field practice, 99–100
case studies, 28–29, 100–101
goals and measures, 96–99, 97–98t
consulting, 23t
contacts, external, 73
context. See Capture Context (Seven Cs Coaching Map)
continuum
of beliefs, 5–6, 7t
coaching, 23, 24–25t, 103
control, 98
conversations, coaching, 15–19, 21–22, 49–51
courage, 80
Covey, Stephen, 97
Create Options (Seven Cs Coaching Map)
about, 13t
action plans, benefits of, 95–96
action plans, examples of, 94t, 95f
action plans, impetus behind, 93
actions and field practice, 99–100
case studies, 27–28, 100–101
goals and measures, 96–99, 97–98t
credentialing, 138
Current situation (C-O-A-CH model), 30, 31t
D
data. See also Collect and Feed Back Data (Seven Cs Coaching Map)
about, 64–65
analyzing, 76–79
collection methods, 73–76, 75–76t
feeding back, 79
gathering, 71–72
homogenized raw, 77–78
inconsistency in, 77
sources of, 65–67, 65t, 73
Deloitte, 125
dialogue
barriers to, 35
benefits of, 35
deconstructing, 33–34t
feedback, 81–82, 82–83t
importance of, 19–21
mindful, 19–21
statements versus, 38
dialogue building blocks
about, 39
benefits of, 39t
challenging, 39t, 44–45, 48t
C-O-A-CH conversation using, 49–51
commitment, 39t, 46–48, 48t
focusing, 39–41, 39t, 47t
listening, 39t, 41–42, 47t
negotiating, 39t, 45–46, 48t
questioning, 39t, 42–43, 47t
revealing, 39t, 43–44, 48t
direct observation
as data source, 65t, 66–67
feedback from, 106–107, 106t
disbelief, 81
documentation, 103
Drucker, Peter, 96–97
E
economy, 137
Edwards, Lisa, 129
ego, 104
emotional intelligence (EI), 19, 134–135
empathy, 134
employee opinion surveys, 74
employees, yelling at, 5–6, 7t
environment
bringing along, 84–85
coaching conversations and, 15–19
as data source, 65t, 66
evaluative feedback, 72
examples, in feedback dialogue, 82t
expectations, 57
external challenges, 103
external contacts, 73
F
facilitating, 23t
fear, 104
feedback
appreciative, 72
coaching, 72
courage and, 80
direct observation, 106–107, 106t
evaluative, 72
as field assignment type, 100
one-on-one, 75
thanking people for, 84–85
vulnerability and, 80
feedback dialogue techniques, 81–82, 82–83t
feedback mindset, 79–80
feeding back data, 79
field assignments, 99–100
fit, 60–61
focus groups, 74
focusing, 39–41, 39t, 47t
future
of coaching, 136–140
of coaching culture, 134–135
G
goals and measures, 96–99, 97–98t
Goldsmith, Carol, 139
Goleman, Daniel, 16, 19, 121
Goodman, Robert, 20
Goss, Tracy, 20
Grant, Anthony, 137
group observation, 75
H
Hargrove, Robert, 3
health management programs, 116–117
Heen, Sheila, 72
Heidegger, Martin, 20
homogenized raw data, 77–78
Human Capital Institute, 134, 139
hypothesis statements, 78
I
ICF (International Coach Federation), 4, 134, 139
image studies, 74
impact on business, 128–129
impatience, 104
Impraise, 135
inconsistency in data, 77
individual and group observation, 75
inference, ladder of, 35–38
internal challenges, 103. See also resistance
internal colleagues, 73
International Coach Federation (ICF), 4, 134, 139
interpretation, 35–38
Isaacs, William, 35
J
journaling, 99
L
labels, 83
ladder of inference, 35–38
language, positive, 98
Last Word on Power, The (Goss), 20
law firm pilot coaching program, 1–2
“Learning About the Brain Changes Everything” (Rock), 121
listening, 39t, 41–42, 47t
M
Maher, Sheila, 136
management by objectives, 96–97
marketing, 138
Masterful Coaching (Hargrove), 3
Measuring the Success of Coaching (Phillips, Phillips, and Edwards), 129
Meli, Giuseppe, 97
mental models, 5–6, 7t
mentoring, 23t
Millennials, 135, 137
mindmap action plans, 95f. See also Construct a Plan (Seven Cs Coaching Map)
mindset, 67, 79–80
moment, coaching in the, 14
Morin, Tim, 129–131
motivation, 134
N
negotiation
as dialogue building block, 39t, 45–46, 48t
skills improvement, 28–32
neuroscience, 121–122
novelty effect, 121
O
Objectives (C-O-A-CH model), 30, 31t
observation
as data source, 65t, 66–67
direct, 65t, 66–67, 106–107, 106t
feedback from, 106–107, 106t
individual and group, 75
observers, 106–107, 106t
one-on-one feedback, 75
options. See Create Options (Seven Cs Coaching Map)
organization development, 115
organizational analytics, 128–129
Organizational Coaching (Bianco-Mathis,
Roman, and Nabors), 2–3
P
patterns, 82t
performance management, 125–127
permission to ask questions, 3
persuasion, 38
Phillips, Alan, 119–120
Phillips, Jack, 129
Phillips, Patricia, 129
Phillips Corporation, 117, 119–121, 136
pilot coaching program, 1–2
plan, constructing. See Construct a Plan (Seven Cs Coaching Map)
Pomerantz, Suzi, 136
positive language, 98
presentation skills, 14–15
props, 100
purpose. See Clarify Purpose (Seven Cs Coaching Map)
putting myself in your shoes (feedback dialogue technique), 82t
Q
questioning
as dialogue building block, 39t, 42–43, 47t
permission for, 3
Quiet Leadership (Rock), 121
R
Radical Candor (Scott), 121
readiness, 57–60
reframing, 82t
relationships, 138–139
research, 100, 138
resistance, 103–105, 105t
results
bottom-line, 137–138
control over, 98
desired, 98
feedback dialogue and, 83t
goals/objectives and, 98
measurable, 5, 5t
measuring and tracking, 127–131
return on investment (ROI), 128–131
revealing, 39t, 43–44, 48t
right or wrong (feedback dialogue technique), 82t
Rock, David, 33, 104, 121, 127
ROI (return on investment), 128–131
role models, 100
S
Scott, Kim, 121, 138–139
self-assessment inventories, 73
self-awareness, 134
self-regulation, 134
Senge, Peter, 19
Seven Cs Coaching Map. See also specific steps
about, 12–13t
case study, 26–31
presentation skills example, 14–15
working with a coach example, 11–12
Seyfarth Shaw LLP, 1–2
Sherpa Coaching, 5
Sieler, Alan, 21
skill practice, 100
SMART goals, 97
social skills, 134
statements, 38
status checks, 107–108
Stewart, Julia, 139
Stone, Douglas, 72
stories, 82t
stress and health management programs, 116–117
structured coaching, 24t
success, celebrating. See Celebrate Success (Seven Cs Coaching Map)
support from others, 83–85
surveys
360-degree, 73–74, 128
climate and employee opinion, 74
systems model, 116–117, 118–119t, 119–121
T
techniques, coaching, 122, 122–123t
technology, 139
thanking people for feedback, 84–85
Thanks for the Feedback (Stone and Heen), 72
therapy, 23t
360-degree surveys, 73–74, 128
training, 23t
trends, 82t, 136–140
2016 Global Coaching Study (International Coach Federation), 4
U
unstructured coaching, 25t
V
vulnerability, 80
W
well-being and engagement framework (WBEF), 137
Working With Emotional Intelligence (Goleman), 121
X
Xerox, 133
Y
yelling at employees, 6, 7t
Z
Zeldin, Theodore, 136