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On-going coaching and development that can be a "game changer" for all employees!
All great coaches know how to ask good open-ended questions and how to give effective feedback. They keep a balanced and honest perspective that separates the person from the problem or issue; coaching to leverage their unique strengths and helping them improve weaknesses with a mindset focused on continuous improvement.
This ongoing coaching and development can be a "game changer" for all people and teams with access to it. But what about the teams and players that aren't empowered--or even allowed--to expand their roles? Or the team members whose careers don't inspire or play to their natural gifts, talents, and strengths? It's painful for any organization or manager when people on their team aren't given the tools to succeed; and more painful still when the team member doesn't yet realize it. But by coaching through leadership, any manager of any organization can create a supportive structure that helps assign the right roles, resources, tools, and career opportunities that will best leverage their strengths.
* Determines coachability and readiness for employee change and improvement
* Builds awareness to deal with the right issues, challenges, and opportunities
* Offers leaders/managers the tools to help a performer leverage their greatest gifts, talents, and strengths
* Allows for dialogue and tactics to close gaps in experience, communication styles, and personality
* Guides managers in how to have dialogue around difficult and important issues with their employees
* Includes coaching principles, practices, and tools with practical, real-world examples
* Offers strategies and tools to help employees become more motivated for effective change, action, and accountability
Each chapter includes a series of powerful and provocative coaching questions for any leader or manager to use immediately in the workplace.
List of contents
Foreword xv
Introduction: A Coach's Journey xvii
Part I The Realities of Being a Great Coach 1
1 Why Every Leader and Manager Should Be a Great Coach 3
2 The Simpson 3Ds Coaching Model: The "How to" of Coaching 13
3 Coaching from the Inside-Out 29
4 Coaching with a Mindset of Abundance 45
5 Coaching with Authenticity 63
Part II Coaching the Individual and Teams 79
6 Knowing When to Coach 81
7 Setting Priorities 89
8 Asking the Right Questions 97
9 GROWing by Setting SMART Goals 109
10 Listening with Empathy 121
11 Coaching and Feedback 131
12 Coaching for Engagement 149
13 Coaching for Contribution 167
14 Coaching the Whole-Person 183
Part III Coaching the Organization 205
15 Coaching the 7 Core Factors for Organizational Change 207
16 Coaching Across the Globe 221
17 Putting It All Together 235
Acknowledgments 253
About the Author 255
Index 257
About the author
MICHAEL K. SIMPSON is the Global Managing Director of Executive Coaching and on faculty for over two decades as a Senior Consultant, Keynote Speaker, and Executive Coach at FranklinCovey. He is the CEO of Simpson Executive Coaching and CEO of Impact International Education in China. Michael is a certified executive coach and partner with Columbia University's Executive Coaching Certification Program and Columbia Coaching Learning Association. He is a fellow and thought leader with Harvard University's Institute of Coaching (IOC) in partnership with McLean Hospital and Harvard Medical School. Contact Michael K. Simpson at
www.SimpsonExecutiveCoaching.com
