|
|
||||
|
|
|
|
|
|
|
|
||||
 |
|
 |
|
|
"A rich, wonderful resource for all managers wanting to develop the potential of their people. In this one volume, you'll find all the guidance, tools, and examples needed to become a master coach. In a world where the capacity to coach is no longer nice-to-have but a necessity-to-know, this is the book to buy. " --Jay A. Conger, Professor, London Business School and author of Building Leaders |
|
|
The Coaching Manager: Developing Top Talent in Business Conventional wisdom tells us that managers should coach their employees to help them learn and grow if for no other reason than the simplest one: effective employees are capable of
producing better business results. Unfortunately the reality is that too often, coaching just doesn't happen. In one recent training program we asked the 40 managers in attendance "how many of you get adequate coaching from
your manager." One lone individual raised her hand. This is, we're afraid, typical. So, do any managers actually coach?? Yes they do. We have talked with leaders who routinely coach their employees
as a means of achieving strong business results. They are managers, entrepreneurs, marketers, call center managers and CEOs from small and large businesses. The Coaching Manager
tells their story. In our experience their story can help you and your organization. We apply these lessons to individuals and their organizations in the quest for increased learning and productivity. One of our key findings is
that it is essential for managers and companies to pay more attention to their good and great employees if they are build businesses that can adapt to these very challenging times.
Who are the "Coaching Managers?" The authors write from their experience as Faculty Co-Directors of
the Babson College Coaching for Leadership and Teamwork Program as well as their extensive experience as consultants to a range of businesses. In their work, thousands of managers have been trained to provide
developmental coaching to help coachees improve their effectiveness in leadership, teamwork, decision-making and communications. These coaching managers have demonstrated one over-riding common characteristic: they want to
help. In-depth interviews, surveys and discussions in our seminars with these terrific business people illuminated the practices that THEY use when they coach their own employees. The model described in the book and
applied in our consulting work is straight forward and flexible enough so that managers at all levels, in all industries and not-for-profit will find it helpful. We don't claim that just reading the book will turn you into a
"coaching manager." To integrate coaching into your leadership tool kit, you'll need a model and a few concepts, but most of all you need to practice. You also need to be open to feedback from your own "coachees," the
folks who work for you. |
|
|
Table Of Contents of |
|
||||||||||||||||
|
|
|
Who We Are |
Consulting Services | Presentations | Coaching Stories | |
|
|
Copyright ©
2003. James M. Hunt and Joseph R. Weintraub. All rights reserved. |