Book Description
Chances are, if you're a manager in most any organization today, coaching has become an integral part of your responsibilities. And there's no more effective approach to coaching than Action Coaching. Developed by the authors through their work with Levi Strauss, Colgate, Bank of America, Arthur Andersen and other leading companies, Action Coaching is the only coaching process that dramatically increases an individual's personal performance in direct correlation with established organizational goals. Here, Dotlich and Cairo share the same advice, techniques, and tools they've used to transform hundreds of managers and executives into first-rate coaches. Moreover, they clearly demonstrate how Action Coaching can be used as a strategy for achieving organizational goals by aligning personal improvement with a company's vision for the future.
Customer Reviews:
An excellent overview.......2006-01-27
The need to cope with change, inside and outside of the organization, and the employee's need for personal development should be brought into alignment, say these founding partners of CDR International, a consulting firm that specializes in executive coaching. Action coaching is a process that fosters self-awareness, and guides personal development so that an employee's personal development goals are congruent with the goals of the organization.
Action coaching differs from traditional coaching in three ways:
1. The employee's relationship to the coach is a business relationship rather than a therapist-patient relationship.
2. Action coaches tailor their strategies to the individual and the strategies are geared towards performance breakthroughs, where traditional coaching tends to be unfocused and generalized.
3. Where traditional coaching focuses on personal insights, Action coaching translates insights into actions with organizational results.
There are eight steps to implementing Action coaching in your organization:
1. Determine what needs to happen and in what context.
2. Establish trust and mutual expectations. Make sure the employee understands the purpose of the coaching as well as the steps in the process.
3. Contract with the employee for results. There should be a formal written and oral agreement with the employee about the purpose of the coaching and specific goals to achieve.
4. Collect and communicate feedback.
5. Translate talk into action. Use your feedback to enact change. Review and revise goals when needed. Make sure the goals are still in alignment with the business needs of the organization. Set deadlines.
6. Support the employee in taking big steps.
7. Foster reflection about actions.
8. Evaluate both individual and organizational progress.
Action Coaching.......2005-10-12
I have more than thirty years of successful experience using models of leadership, management, and supervision in training classrooms, and I have passionately absorbed the ideas and content in approximately 400 leadership-related texts during the last 20 years.
Action Coaching is to coaching effectiveness what The Supervisor's Survival Kit by Elwood Chapman is to first-line/project lead effectiveness. I've used and advocated the latter book for thirty five years.
Action Coaching, and I haven't finished it yet, "begins with the end in mind". The authors define Action Coaching as "a process that fosters self-awareness, resulting in the motivation and the guidance to change in ways that meet organizational needs." The approach is directly linked to organizational goals and an action plan (both of which are dynamic). There are processes to involve the executive's boss in the process. (Good luck, you say, with getting executives to devote time to such a process!?) Feedback on progress toward important goals and leadership development is valued and seen by the CEO.
The book is loaded with tips, tools, exhibits, questions, processes, and ideas for helping a manager become a more effective coach, even without the support of the organization. The authors of Action Coaching offer forty helpful, easy- to- understand exhibits that: serve as diagnostic tools, offer suggestions on handling difficult situations, provide checklists of to-do's, feature evaluation and role-playing tools, etc.
Wouldn't it be helpful to have a resource where the processes and approach had been successfully field tested in corporations with real executives, with real CEO's who had extremely important strategic challenges ahead of them, and where traditionalist leadership paradigms and behaviors made it impossible to accomplish the articulated goals? That is precisely what these authors did in developing and refining their processes and approaches?
What the Action Coaching is not is a lock-step guide, prescribing every important step and nuance along the way toward helping executive leaders grow. It is a particularly interesting, believable, and seemingly sound approach based on the experiences that they have had with major organizations. The process with individuals and with organizations is one that enables both to help themselves, becoming less dependent upon the external coaches, while building coaching expertise internally.
This is the best book of coaching I have ever read, and I've read quite a few.
Bill Parker
Bill Parker Associates
A Leadership Development Resource
Richmond, VA
PS This is the fourth book I have read by David Dotlich and his colleagues within the past six months. I'd recommend every one of them: Action Learning (1998), Unnatural Leadership (2004), and Leadership Passages (2004). Put together, the series represents a longitudinal action-research case study. Readers of Unnatural Leadership can appreciate the need for the ten new leadership instincts when they remember that they grew from strategic goals and leadership development experiences with corporate clients/partners.
A Solid Effort!.......2001-02-17
David L. Dotlich and Peter C. Cairo discuss how to use action coaching to improve individual effectiveness and boost your overall organization. Their approach begins with fostering self-awareness and then uses this awareness to motivate change that the organization needs. Action coaching involves a series of steps and some specific coaching tools. While this book provides a fairly well-organized and well-written introduction to the concept, it covers familiar training and development ground. If you are a beginner in this area, the repetition of steps and processes will come in handy. Experienced trainers will find the coaching tools quite familiar and the assessment questions fairly obvious. Thus, we at getAbstract.com recommend this book for those who are new to training and development, or for employees who are considering getting coached.
Coaching in Context.......2000-09-07
Dotlich and Cairo have put together a fine and practical book that really helps focus coaching skills towards results. They give a very specific approach to developing an action plan to produce results from coaching. In fact they address four kinds of results - self-awareness results, performance improvement results, performance breakthroughs and finally full-blown transformations. Maybe most important for modern organizations is the anal;ysis of coaching skills in the context of the organizational needs, not just individual developmental needs. We develop and support people because our organization needs their current compliment of skills enhanced with other skills or it needs to rehabilitate a counterproductive approach. Although much of their work is not necesarily new, I believe they have packaged it to be more usable and accesible. I would highly recommend this book for someone looking for a chance to evaluate their own coaching skills, develop an improvement action plan and maintain high levels of motivation to improve their performance. Who know, maybe even transform their performance!
Customer Reviews:
Excellent Leadership Book........2007-03-15
I found this book to be excellent for training church leaders. It is biblically accurate and thought-provoking. It teaches church leaders how to deal with each other and with the congregation. Very helpful.
Book Description
In order to succeed in today’s competitive environment, corporate and nonprofit institutions must create a workplace climate that encourages employees to continue to learn and grow. From the author of the best-selling The Mentor’s Guide comes the next-step mentoring resource to ensure personnel at all levels of an organization will teach and learn from each other. Written for anyone who wants to embed mentoring within their organization, Creating a Mentoring Culture is filled with step-by-step guidance, practical advice, engaging stories, and includes a wealth of reproducible forms and tools.
Download Description
In order to succeed in today¿s competitive environment, corporate and nonprofit institutions must create a workplace climate that encourages employees to continue to learn and grow. From the author of the best-selling The Mentor¿s Guide comes the next-step mentoring resource to ensure personnel at all levels of an organization will teach and learn from each other. Written for anyone who wants to embed mentoring within their organization, Creating a Mentoring Culture is filled with step-by-step guidance, practical advice, engaging stories, and includes a wealth of reproducible forms and tools.
Customer Reviews:
Finally, a book on mentoring that applies the theory, not just discusses it.......2007-09-19
As a first year graduate student I am beginning to pursue my Masters in Communication, and until found Creating a Mentoring Culture, I was not enjoying my graduate experience. For the past year I have been working in the communication field of broadcasting, but all of my graduate classes are geared towards students eventually going into a teaching profession within a university and involve lots of theory, discussion, hypothesis and questioning but never give me any information that I can directly apply to my future career in a communication industry outside of teaching. I'm interested in how to apply it to my real life office. Creating a Mentoring Culture was a light in the dark room of grad school theory. It gives tangible examples that I can follow and put into practice. Lois Zachary has developed exercises, rules and activities that have been tested and will actually work in a real life setting. Creating a Mentoring Culture gave me something that I will be able to use in a real world, business office setting!
Start-up help for mentoring programs.......2005-06-14
Dr. Zachary's book plots the entire process for creating a mentoring culture in the organization. Her book offers clear steps to identify all the issues that need to be addressed prior to a program design and implementation. The book provides insight into the levels of buy-in and commitment needed for mentoring to be successful and imbedded in an organization. Mentoring is a powerful way to engage leadership in their personal growth and development and the advancement of the organization.
This is an easy to read and use guide. The CD is a great gift offering the forms for the exercises.
Breadth and Depth.......2005-06-09
"Creating a Mentoring Culture" goes well beyond traditional guides for designing and implementing mentoring programs by touching the core of an organization's capacity to embed learning and leadership development throughout its structures and processes. Dr. Zachary's strategies and tools for bringing people together to have deeper conversations about organizational learning will not only help sustain its mentoring efforts; they will help an organization revitalize its values and its focus on human development.
The healthiest organizations have a mentoring culture.......2005-06-08
In an increasingly competitive business world, the need for having what Peter Senge describes as a "total learning environment" is greater now than ever before. With all due respect to formal training programs, my own experience has convinced me that on-the-job training (especially cross-functional training) remains the most effective means by which to create and then sustain such an environment. Hence the importance of mentoring relationships which, Zachary correctly points out, "offer an opportunity for individuals to nurture seeds in others so they might become blossoms, and blossoms might become fruit, which then nourishes others." Moreover, "When mentoring relationships are rooted in the fertile soil of a mentoring culture, they also enrich the quality of organizational life."
Zachary carefully organizes her material within two Parts. First, she explains what effective mentoring involves, how to embed it in a culture, how to integrate mentoring within that culture, and then how to implement mentoring initiatives. In Part 2, after identifying the hallmarks of effective mentoring, she focuses on key components: infrastructure, alignment, accountability, communication, value and visibility, demand, multiple mentoring opportunities, education and training, and "safety nets. " What we have in this single volume is a cohesive, comprehensive, and cost-effective system rather than a kaleidoscope of data, anecdotes, personal experiences, bromides, simplistic observations, and all manner of disjointed recommendations. That said, it would be a fool's errand to try to implement all of Zachary's system as is. As she would be the first to point out, all organizational cultures are different and many of them consist of several sub-cultures. Therefore, it remains for each reader to read and then re-read this book, complete the "Mentoring Culture Audit" (Appendix A), and (if possible) check out at least some of the resources recommended (Appendix B).
Regrettably, formal education often fails to help students to "learn how to learn." As a result, many people either do not realize what they don't know or, worse yet, think they fully understand what in fact they do not. My own experience suggests that, in general, people do not fear change; rather, they fear the unknown. That same experience also supports Derek Bok's observation that "If you think education is experience, try ignorance." Effective mentoring, therefore, requires humility and patience as well as knowledge and competence. The best mentors sincerely care about serving the best interests of those with whom they are privileged to be associated. They are passionate life-long learners themselves. Their enthusiasm is often contagious.
Obviously, I think very highly of this book. Zachary combines all of the skills of a cultural anthropologist with those of a clear thinker and eloquent writer. I also appreciate the CD-ROM which the publisher provides with it. Those who read the book can then review its key points while completing interactive exercises. The multiple templates can then assist the necessary modifications of the core concepts when applying them.
Those who share my high regard for this book are urged to check out Zachary's The Mentor's Guide as well as Senge's The Fifth Discipline and then The Dance of Change, Carla O'Dell's If Only We Knew What We know, David Maister's Practice What You Preach, and Gary Harpst's Six Disciplines For Excellence.
Book Description
Most managers coach employees by giving them feedback and evaluating their performance, right? Wrong. Coaching differs markedly from other managerial functions. With its wealth of tips, worksheets, and self-assessments, this handy guide shows managers how to use coaching—not only to strengthen direct reports’ skills but also to rev up their performance to unprecedented levels.
Customer Reviews:
Excellent value, and extremely practical..........2006-12-16
Coaching employees is one of those things that is more easily said than done. And it's far too easy to mistake managing with coaching. I found Harvard Business School Press' Pocket Mentor series book Coaching People: Expert Solutions to Everyday Challenges an excellent concise guide for successfully coaching people with optimal results.
Contents: What Is Coaching? How to Know When to Coach; How to Develop Coaching Skills; How to Manage a Coaching Session; How to Customize Your Coaching; Tools for Coaching People; Test Yourself; To Learn More; Sources for Coaching People; Notes
In a mere 69 pages, the writers pack in more useful information than books three and four times the size. Everything is geared towards practicality and immediate application, so the book delivers value from the very first pages. The distinction between what is, and what isn't, coaching is a perfect beginning, and sets the stage for what follows. Coaching is not behavior correction or task assignment. It's a mutual sharing to help someone reach their goals and improve their effectiveness. The coach doesn't have to know all the answers, but they do need to be willing to listen, share, and work with the coachee to make changes and monitor the results. The book also contains a number of practical worksheets and checklists to gauge the effectiveness of both parties. This may take the form of a checklist to assess your listening skills, or an action plan to outline a plan and follow up on the outcomes.
For the price and size, there's no reason this shouldn't be included as part of someone's package of materials when they are promoted to a position of management. And even if you're not officially management, you may still be an informal leader in your sphere of influence. Working on your personal coaching skills will only help to solidify that role and enhance your effectiveness with others. If you've never given any thought to how you can help others achieve their goals, start here...
Book Description
This practical, hands-on book covers twelve key areas of skill development that enable today's learners to become effective coaches and mentors of tomorrow. It contains useful and serious advice - based on research, theory, and practice - encouraging innovation, improvement, and the type of individual contributions that create an environment of corporate success and continuous learning. Chapter topics include building trust, showing empathy, active listening, using influence tactics, helping others set goals, monitoring performance, giving feedback, encouraging positive actions, discouraging negative actions, training team members, helping others solve problems, helping difficult people, and developing protégés. For team players - especially those in corporate settings - who want to become leaders, supervisors, and mentors.
Book Description
On Being a Mentor is the definitive guide for faculty in higher education who wish to mentor both students and junior faculty. It features strategies, guidelines, best practices, and recommendations for professors who wish to excel in this area. Written in a pithy style, this no-nonsense guide offers straightforward advice about managing problem mentorships and measuring mentorship outcomes. Practical cases studies, vignettes, and step-by-step guidelines illuminate the process of mentoring throughout.
Other outstanding features include:
*research-based advice on the rules of engagement for mentoring, mentor functions, qualities of good mentors, and methods for forming and managing student-faculty relationships;
*summaries of the common mentoring relationship phases and guidance for adhering to ethical principles when serving as a mentor;
*guidance about mentoring specific populations, including undergraduate and graduate students, faculty, and protégés who differ from the mentor in terms of sex and race; and
*recommendations for department chairs and deans on how to foster an academic culture of mentoring.
On Being a Mentor is intended for professors, department chairs, and deans in a variety of educational settings, including colleges, universities, and medical and law schools and is suitable for professors in all fields of study including the sciences, humanities, psychology, education, and management.
Book Description
Research has proven that the greatest contributor to cell group success is the quality of coaching provided for cell group leaders. Many are serving in the position of a coach, but they don't fully understand what they are supposed to do in this position. Joel Comiskey has identified seven habits of great cell group coaches. These include: -Receiving from God -Listening to the needs of the cell group leader -Encouraging the cell group leader -Caring for the multiple aspects of a leader's life -Developing the cell leader in various aspects of leadership -Strategizing with the cell leader to create a plan -Challenging the cell leader to grow Practical insights on how to develop these seven habits are outlined in section one. Section two addresses how to polish your skills as a coach with instructions on diagnosing problems in a cell group, how to lead coaching meetings, and what to do when visiting a cell group meeting. This book will prepare you to be a great cell group coach, one who mentors, supports, and guides cell group leaders into great ministry.
Customer Reviews:
A Note from a Coach.......2007-03-31
I am a small group/cell group coach in my local church and this book has helped me a lot. If you have not read it, you should get it and apply what Comiskey recommends.
Great coaching handy tool.......2006-11-07
I see Joel Comiskey is sincerely want to inform anyone who wants to lead the cells of the church effectively. I think it's a good book. The only thing is it replicates some of the points of the author's other publications.
Excellent Book - Must read for all cell church leaders.......2005-01-19
This book not only explains the importance of the cell coach, but then goes on to explain the practical things a cell coach should do. If we did not read this book, we would not be putting an emphasis on coaching, and our cells would be dying off. Instead, our cell leaders are being challenged.
Book Description
"Advice and activities which will help readers hone their coaching and mentoring skills... The case studies demonstrate how well the authors know this field, as well reassure readers that they are not alone when they find such a complex area of human activity so challenging." -Professor Yvonne Hillier, City University
Book Description
"Reflecting a wealth of research and years of direct experience, this book helps coaches open their minds and hearts to be continuous learners and to value—not just tolerate—human diversity."
—Arthur L. Costa, Professor Emeritus, California State University, Sacramento
"This is important work. It deepens professional conversations to include often neglected issues of cultural diversity, and is a morally compelling guidebook for competent right action in educating all children."
—Carolyn McKanders, Educational Consultant, Family and Child Therapist
"A fresh approach, with strategies for using standards to improve the diverse learning environment for all students. Coaches will gain deeper understandings of their own assumptions as they guide others in interpreting personal unquestioned assumptions."
—Richard A. Gregory, Associate Professor of Educational Leadership, California State University, Northridge
Get the solution to the equity equation: cultural insight plus coaching!
Multicultural classrooms require a multifaceted approach to creating inclusive, learning-rich environments that empower all students. To meet this growing need,
Culturally Proficient Coaching provides educators with a simple, yet comprehensive, new framework: a powerful fusion of the field-tested and respected Cognitive Coaching
SM and Cultural Proficiency models. Through a unique approach, the best-selling authors add a new dimension to the concept of Cultural Proficiency, which is based on valuing, respecting, and honoring diverse backgrounds and ethnicities while looking deeply at one’s own beliefs.
This straightforward guide integrates the Five Essential Elements of Cultural Proficiency with the Five States of Mind of Cognitive Coaching
SM to arm educators with the tools necessary to close the achievement gap. It offers a practical strategy for being mindfully attuned to—and leveraging—cultural diversity to optimize student learning.
To boost educators’ cultural confidence and consciousness, while honing their coaching skills, this interactive resource features:
- Action-planning worksheets
- Reflective questions
- Coaching maps and conversation vignettes
- Real-life examples through a composite case story
Teachers, coaches, counselors, staff developers, and administrators will gain inspiration and indispensable insights to break down cultural barriers through enlightened coaching.
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Mentoring Executives and Directors
David Clutterbuck , and
David Megginson
Manufacturer: Butterworth-Heinemann
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Techniques for Coaching and Mentoring
ASIN: 0750636955 |
Book Description
Mentoring is one of the fastest growing forms of management development and the strongest growth area in mentoring is at director level. Very little is known about the nature of these relationships and the shutters on director mentoring are opened through a series of structured interviews with directors and their mentors.
'Mentoring Executives and Directors' is a lively, informative read including company and individual cases across a wide spectrum of sector and company size.
It will be of considerable interest to Human Resource professionals and academics, headhunters and management consultants as well as senior managers, executives and directors, and their mentors.
The only book on mentoring for directors and senior executives
Explains how to sustain learning in people at the top
Practical and research based
Customer Reviews:
Thorough coverage.......2000-06-08
A practical introduction to mentoring from all major perspectives. Overall, the book is essential reading for any would-be mentors or mentees. It illustrates the role of mentoring, particularly where the need is to support, encourage & develop key executives or to pass on corporate culture to new employees.
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