Coaching and Mentoring: Practical Techniques for Developing Learning and Performance

✍ Scribed by Eric Parsloe, Melville Leedham

• Publisher: Kogan Page
• Year: 2016
• Tongue: English
• Leaves: 353
• Edition: 3
• Category: Library

✦ Synopsis

Start measuring the impact of coaching activities and align coaching and mentoring to an organization's overall business strategy.

Over the last 15 years, Coaching and Mentoring has become the go-to guide for anyone looking to develop their coaching and mentoring skills at individual, team or organizational level. Clear and accessible, it uses practical tools and best practice to demonstrate how to relate theoretical models to specific situations to gain real benefits. It provides strategies that can be applied to any situation, including life coaching, business coaching and community mentoring.

Now in its third edition, Coaching and Mentoring has been fully updated to cover the latest thinking and developments in this area including extended coverage of coaching supervision. There is also a brand new section on practical applications of coaching and mentoring for organizations, which includes advice on how to align coaching and mentoring strategies to overall business goals and how to provide evidence for its transformational impact on employee performance. Full of practical advice, case studies and examples, this comprehensive guide will be of value to everyone involved in any aspect of coaching and mentoring.

✦ Table of Contents

Contents
A personal note from Ed Parsloe, CEO, The OCM
Preface
Part One The purpose, nature and practice of coaching and mentoring
01 In the mainstream?
The management and academic ‘influencers’
The sport coach ‘influencers’
The human resources professional ‘influencers’
The counselling, psychotherapy, psychology and philosophy ‘influencers’
The professional body ‘influencers’
So where does that leave us?
Endnotes
02 Models of coaching and mentoring
Towards an ideal model
The generic coach-mentoring process
The coaching benefits scorecard
Mentoring
A ‘contracting’ process model
The manager or leader as a coach-mentor
A coach-mentoring competence model
Summary
Endnotes
03 Community mentors and life coaching
What is life coaching?
Community mentoring
The learning mentor
The emergence of the coach-mentor
Endnotes
04 Helping people to learn how to learn
What is a learning organization?
Transformational learning
Towards a learning organization model
Choosing how best to learn
Learning or development?
Self-managed learning
Principles of adult learning
Endnotes
05 Awareness of individual differences
Beliefs and values
Culture and diversity
Gender
Philosophies
Psychological influences
How do we apply our understanding of differences to our practice?
Endnotes
06 Feedback that builds confidence and success
Observing performance
Potential barriers to effective feedback
Feedback that builds confidence
Observing a team
Handling the feedback session
Visualizing successful performance
Harnessing the essential mental qualities
Making winners
Endnotes
07 Observant listening
It isn’t simple to observe
The importance of observing body language
Awareness of personal space
Trust and distrust
Myths and prejudices
Active listening
Telephone coaching
Endnote
08 Questioning
Understanding the basic types of question
A variety of useful question types
Types of questions to be avoided
Questioning techniques
Endnotes
09 Situational supervision?
Situational supervision
What is coaching supervision?
Formal or informal?
How does supervision add value?
Endnotes
10 An industry or a maturing profession?
What makes a profession?
So, is it a profession or an industry?
Part Two How to effectively implement coaching and mentoring in organizations
11 Why invest in CAM? What and where is the need?
What is great CAM?
What is the focus of a CAM agenda and where will it have the greatest impact?
How do you build a business case and get buy-in?
What will you measure and how will you measure it?
Endnote
12 Coaching and mentoring: what they are and how they are used in organizations
What are coaching and mentoring?
The emergence of the coach-mentor
How organizations implement coaching and mentoring
What topics do organizations use coaching and mentoring for?
A coaching culture – what is it and how can I create it?
Endnotes
13 Implementing coaching and mentoring
Initiation
Communication and buy-in with stakeholders
Importance of sponsorship within the organization
Design/creation
Setting up your project team
Effective processes
Evaluation/impact review and learning
What derailers might you face and how can you address them?
Checklist for successful implementation
Endnote
14 Roles and responsibilities in coaching and mentoring
Whose role and responsibility are coaching and mentoring in organizations?
Conclusion
Endnotes
15 Supervision in practice
The role of supervision in developing coaching capacity in the organization
The fundamentals for implementing supervision
Outcomes of a ‘built in’ approach to supervision
Summary
Checklist
Endnotes
16 Coaching the team
Introduction to team coaching
Why team coaching now?
What do we mean by coaching a team?
Learning teams: the link between high-performing teams and teams that can reflect on their own process
Role of the leader in coaching the team
Role and relationships of the team coach-mentor
Team coach-mentoring contract
Team coaching objective
Summary
Endnotes
17 Coach-mentoring in the system and the impact of culture
Working and living in systems
We are all influenced by and have impact on the systems around us
The individual as a cultural system
The organization as a cultural system
On-boarding and transition coaching
Introducing and embedding a coaching culture
Conclusion
Endnotes
18 What’s next?
Changes in people
Changes in technology
Changes in organization
Endnotes
Appendix
Index