The Coaches' Handbook: The Complete Practitioner Guide for Professional Coaches

✍ Scribed by Jonathan Passmore

• Publisher: Routledge
• Year: 2020
• Tongue: English
• Leaves: 469
• Edition: 1
• Category: Library

✦ Synopsis

This comprehensive practitioner guide provides an accessible evidenced based approach aimed at those new to coaching and who may be undertaking coach training for a certificate in coaching or professional credentials or accreditation with the AC, ICF, EMCC, CMI or ILM. The book will also be useful for those who want to enhance their coaching skills.

The Coaches Handbook is edited by Jonathan Passmore, an internationally respected expert and executive coach, with chapters from leading coaching practitioners from across the world. The book is divided into seven sections. Section one examines the nature of coaching, its boundaries, the business case for coaching and how organisations can build a coaching culture. Section two focuses on deepening our self-understanding and understanding our clients, the non-violent communications mindset and the coaching relationship. Section three focuses on the key skills needed for coaching including goal setting, powerful questions, active listening, using direct communications and the role of silence, emotions and challenge in coaching. Section four offers a range of coaching approaches including behavioural, person-centred, solution-focused, psychodynamic, neuroscience, narrative, positive psychology, out-door eco-coaching, team coaching, careers coaching and integrated coaching. Section five focuses on fundamental issues in coaching such as ethics and contracting and evaluation. Section six explores continuous professional development, reflection and the role of supervision, as well as how to establish your coaching business. The final section contains a host of coaching tools which practitioners can use to broaden their practice.

Unique in its scope, this key text will be essential reading for coaches, academics and students of coaching. It is an important text for anyone seeking to understand the best practice approaches that can be applied to their coaching practice, including human resources, learning and development and management professionals, and executives in a coaching role.

✦ Table of Contents

Cover
Half Title
Series Page
Title Page
Copyright Page
Table of Contents
Editor’s bio
Contributors’ bios
Section 1 Coaching context
Chapter 1 Coaching defined and explored
Introduction
What is coaching?
The roots of coaching?
How does coaching compare with other interventions?
Defining coaching
Specialist approaches to coaching
The continued growth and adaptation of coaching
Developing your definition
Conclusion
References
Chapter 2 The business case for coaching
Introduction
The growth of coaching
Common coaching goals
Affective outcomes as the focus in coaching
Cognitive outcomes as the focus in coaching
Skill-based outcomes as the focus in coaching
Results outcomes as the focus of coaching
Does coaching work? Assessing the coaching effectiveness evidence
Evidence that coaching can produce change at the affective outcome level
Evidence that coaching can produce change at the cognitive outcome level
Evidence that coaching can produce change at the skill-based outcome level
Evidence that coaching can produce change at the results outcome level
Conclusion
References
Chapter 3 Developing a coaching culture in your organisation
Introduction
What do we mean by ‘organisational culture’?
The old-style approach to coaching
The benefits of building a coaching culture
Organisational snapshot – JK Organisation, India
Benefits at the individual coaching dimension:
Benefits at the team and group coaching dimensions:
Benefits at the organisational coaching dimension:
Benefits of coaching beyond the organisation and into the distributed networks:
The LEAD coaching framework
Zone 1 – Leaders – Managing access to external coaches
Zone 2: Everyone – Access to internal coaches
Organisational snapshot – CareSource, Ohio, USA
Zone 3: Approach – Coaching is the default leadership style
Zone 4: Distributed – Coaching across organisational boundaries
Organisational snapshot – Rentokil Initial, UK
Twelve steps to developing a coaching culture
Conclusion
References
Section 2 Understanding yourself and your clients
Chapter 4 Understanding yourself as a coach
Introduction
The nature of self in a nutshell: A precursor for self-understanding
Level 1: Self-inventory
Level 2: Self as an instrument
Level 3: Fully professional self
Conclusion
References
Chapter 5 Understanding your clients
Introduction
Starting out
A word of caution
Developing our ability to understand: A golden opportunity
Understanding how your client feels about you
How can you communicate your interest and openness?
Understanding their “model of change”
Using their words
Understanding their “resistance”
Staying close: Little questions and feedback forms
Conclusion
References
Chapter 6 Non-violent communication
Introduction
A brief overview of non-violent communication
First principle: Separating our observations from our responses
Second principle: Identifying and expressing feelings
Principle Three: Seeing needs behind behaviours and communications
Principle Four: Making and receiving requests with empathy
Appreciation
Conclusion
References
Chapter 7 Understanding the coaching relationship
Introduction
Why has the relationship become so figural?
Relational coaching
Relational coaching in practice
Caveat: Relational yet flexible
Relational style
Conclusion
References
Section 3 Core coaching skills
Chapter 8 Goal-setting in coaching
Introduction
Traditional goal-setting practice
A challenge to traditional goal-setting
Factors that impact goal-setting in coaching
Broadening goal-setting in coaching
Conclusion
References
Chapter 9 Questions in coaching
Introduction
How questions work
Choosing the type of question
Powerful questions
Helping the client build their skills of self-questioning
Common errors in questioning
Avoiding the “tyranny of the question”
Conclusion
Note
References
Chapter 10 Listening in coaching
Introduction
What is good listening?
Why does listening matter in coaching?
What gets in the way of good listening?
Mode 1: Attention
Mode 2: Inquiry
Mode 3: Observation and non-verbal communication
Mode 4: Resonance: Using yourself as a listener
Developing as a listener
References
Chapter 11 Affirmations, reflections and summaries in coaching
Introduction
Affirmations
Reflections
Summaries
Conclusion
References
Chapter 12 Tools and techniques in coaching
Introduction
What are coaching tools and techniques?
How can tools and techniques help in coaching?
What are the risks of using tools and techniques?
Conclusion
References
Chapter 13 Silence in coaching
Introduction
How is silence treated outside of coaching?
Two examples from practice
A silent vignette from a facilitated session with a master’s group studying coaching
Discussion
Conclusions
References
Chapter 14 Using emotions in coaching
Introduction
History
The challenge
Emotions
The path for the coach
Approaches to working with emotions
Conclusion
References
Chapter 15 Balancing challenge and support in coaching
Introduction
The value of challenge
The evolution of coaching
Support and challenge
What is challenge?
How to challenge
Conclusion
References
Section 4 Coaching approaches
Chapter 16 The universal eclectic model of executive coaching
Introduction
The Universal Eclectic Model
What makes an activity eligible for inclusion?
How does the coach select the right tool for the job?
What are the benefits of an eclectic approach?
What are the risks of an eclectic approach?
How can we get the best from the Universal Eclectic Model?
From theory to practice: A short case study
Conclusion
References
Chapter 17 Behavioural coaching: The GROW model
Introduction
The GROW model explained
Behavioural coaching theory and research
GROW in practice
Tools and techniques
When does GROW work best?
Ten useful questions for GROW coaches
Conclusion
References
Chapter 18 Person-centred coaching
Introduction
Person-centred coaching explained
Person-centred coaching theory and research
Person-centred coaching practice
Tools and techniques
Ten useful person-centred coaching questions
Conclusion
Note
References
Chapter 19 Solution-focused coaching
Introduction
Solution-focused coaching explained
Solution-focused coaching theory and research
Solution-focused coaching in practice
Phases of the OSCAR model
Tools and techniques
The coaching agreement
Structuring the coaching session
Oscillation
The miracle question
When stuck
Seeking exceptions
When does solution-focused coaching work best?
Ten useful questions for the solution-focused coach
Conclusion
References
Chapter 20 Cognitive-behavioural coaching
Introduction
The cognitive-behavioural approach explained
The “ABC” model
The hot cross bun model
Cognitive-behavioural coaching theory and research
Cognitive-behavioural coaching in practice
Tools and techniques
Functional Analysis
Identifying “thinking errors”
Behavioural experiments
Attention training and switching the focus of attention
When does cognitive-behavioural coaching work best?
Ten useful questions for cognitive-behavioural coaches
Conclusion
References
Chapter 21 Gestalt coaching
Introduction
Gestalt coaching explained
Gestalt coaching theory and research
Paradox Theory of change and resistance
Gestalt coaching in practice
Tools and techniques
When does Gestalt work best?
Ten useful question for Gestalt coaches
Conclusion
References
Chapter 22 Systems-Psychodynamic coaching
Introduction
The psychodynamic approach explained
Psychodynamic coaching theory and research
Psychodynamic coaching in practice
Tools and techniques
Narrative techniques
When does a psychodynamic approach work best?
Ten useful questions for psychodynamic coaches
Conclusions
References
Chapter 23 Neuroscience coaching
Introduction
The neuroscience coaching approach explained
Neuroscience coaching theory and research
Neuroscience coaching practice
When does neuroscience coaching work best?
Tools and techniques
Ten useful questions for neuroscience coaches
Conclusion
References
Chapter 24 Narrative coaching
Introduction
Narrative coaching explained
Narrative coaching theory and research
Narrative coaching in practice
Tools and Techniques
When does narrative coaching work best?
Ten commonly used questions for the narrative coach
Conclusion
Notes
References
Chapter 25 Systemic team coaching
Introduction
Systemic team coaching explained
Team coaching theory and research
Systemic team coaching in practice
Tools and techniques
When does systemic team coaching work best?
Ten useful questions for team coaches
Conclusion
References
Chapter 26 Career coaching
Introduction
Career coaching explained
Career coaching theory and research
Career coaching in practice
Tools and techniques
Career changers
When does career coaching work best?
Ten useful questions for career coaches
Conclusion
References
Chapter 27 Outdoor eco-coaching
Introduction
Eco-coaching explained
Eco-coaching theory and research
Eco-coaching in Practice
Tools and techniques
Ten useful questions for outdoor-eco coaches
Conclusion
References
Chapter 28 Acceptance and Commitment Coaching
Introduction
Acceptance and Commitment Coaching explained
Core concepts
The six processes, aspects or elements of psychological flexibility
AC Coaching theory and research
AC Coaching in practice
Getting started using AC Coaching
Tools and techniques
When does AC Coaching work best?
Ten useful question for AC coaches
Conclusion
References
Chapter 29 Positive psychology approaches to coaching
Introduction
Positive psychology coaching explained
Positive psychology coaching theory and research
Positive psychology approach in practice
Tools and techniques
When do positive psychology approaches work best?
Ten useful questions for positive psychology coaches
Conclusion
References
Chapter 30 Developing an integrated approach to coaching
Introduction
What is integration in coaching?
The benefits of integration
Integrative coaching explained
When does integrative coaching work best?
Tools and techniques
Ten useful questions for integrated coaches
Conclusion
References
Section 5 Coaching issues
Chapter 31 Ethics in coaching
Introduction
The nature of ethics in coaching
Why do ethics matter in coaching?
Navigating ethical issues across professional contexts
Developing and maintaining an ethical coaching practice
Conclusion
References
Chapter 32 Contracting in coaching
Introduction
From contract to designed alliance
Terms of engagement, contracting, for the relationship
Contracting for the relationship with individuals
Contracting as a designed alliance
Contracting for the session
Conclusions
References
Chapter 33 Feedback and evaluation in coaching
Introduction
Theories of feedback in personal development
Theories of evaluation in personal development
Practice of coaching evaluation
Conclusion
References
Chapter 34 AI and digital technology in coaching
Introduction
Hall of mirrors
Definitions
AI applications to coaching
Artificial intelligence at the heart of coaching
Crossing the threshold
Developing literacy
Data and coaching
Coaching and AI: A picture in the picture
Coaches as role models
Virtual coaching
Conclusion
Notes
References
Section 6 Continuing coach development
Chapter 35 Supervision in coaching
Introduction
The development of supervision
The purpose of coach supervision
What is coaching supervision?
A framework for supervision
Choosing your supervisor
Preparing for supervision
Benefits of supervision
Conclusion
References
Chapter 36 Manager as coach
Introduction
What is managerial coaching?
Defining coaching in the world of management
Linking engagement with managerial coaching
Traditional and coaching styles of management compared
The benefits of a coaching style
Coaching skills for line managers
The skills of coaching as a leader
When is coaching not the answer?
Conclusion
References
Chapter 37 Reflective practice in coaching
Introduction
Why reflection matters
Theories of reflective
The coach in the coaching
Developing reflective practice
Techniques for reflective practice
The Henley Eight
Conclusion
References
Chapter 38 Establishing your coaching business
Introduction
The challenge
The solution
Looking after yourself
Attracting the right clients
Working on the business as well as in it
Ten points to consider for your business
Conclusion
References
Section 7 Tools and techniques for coaches
Chapter 39 Fifteen tools and techniques for coaches
Introduction
Technique 1: Visual metaphors
Technique 2: Expert Interviewer
Technique 3: Hypothesis trees
Technique 4: The “Yes, and …” exercise
Technique 5: Paired comparison analysis
Technique 6: Lifeline
Technique 7: Sculpt
Technique 8: Ladder of Abstraction
Technique 9: 2×2 matrix
Technique 10: Letter from the future
Technique 11: Crazy Eights
Technique 12: Connecting with what is important
Technique 13: CIA technique – Control, Influence, Accept
Technique 14: The Wheel of Life
Technique 15: The Story Spine
Index