Creating a Coaching Culture will help coaches and coaching companies to be more effective in the market place, by using an approach that works to create a coaching culture and integrates coaching well into organisations
Creating a Coaching Culture will help coaches and coaching companies to be more effective in the market place, by using an approach that works to create a coaching culture and integrates coaching well into organisationsHinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Peter Hawkins is founder and Chairman of Bath Consultancy Group. He is a leading consultant, writer and researcher in executive coaching, organizational learning, managing complex change and development of organizational culture. He has worked with many leading companies in the UK, Europe, America and South Africa.
Inhaltsangabe
Introduction: The Coaching Challenge for chief executives, HR directors, heads of coaching, internal and external coaches, managers, coach trainers and researchers Setting the Context: The growth of coaching and the challenges it now faces Part 1: The Foundational Pillars What is a coaching culture? The key ingredients Creating a coaching strategy and aligning it to the wider organisational culture change Part 2: The Seven Steps Step One: Developing an effective panel of external coaches Step Two: Developing the internal coaching and mentoring capacity Step Three: The organization's leaders actively support coaching endeavours and align these endeavours to the organizational culture change Step Four: Coaching moves beyond individual formal sessions to team coaching and organizational learning Step Five: Coaching becomes embedded in the HR and performance management processes of the organization Step Six: Coaching becomes the predominant style for managing through out the organization Step Seven: Coaching becomes how an organization does business with all its stakeholders Part 3: Integration and Depth How to get all the elements working together and aligned to the "relational value chain" Expanding the depth and improving the quality of coaching activities: supervision and continuous personal and professional development Evaluation, research and the return on investment from creating a coaching culture Conclusion: The challenges going forward Bibliography
Introduction: The Coaching Challenge for chief executives, HR directors, heads of coaching, internal and external coaches, managers, coach trainers and researchers Setting the Context: The growth of coaching and the challenges it now faces Part 1: The Foundational Pillars What is a coaching culture? The key ingredients Creating a coaching strategy and aligning it to the wider organisational culture change Part 2: The Seven Steps Step One: Developing an effective panel of external coaches Step Two: Developing the internal coaching and mentoring capacity Step Three: The organization's leaders actively support coaching endeavours and align these endeavours to the organizational culture change Step Four: Coaching moves beyond individual formal sessions to team coaching and organizational learning Step Five: Coaching becomes embedded in the HR and performance management processes of the organization Step Six: Coaching becomes the predominant style for managing through out the organization Step Seven: Coaching becomes how an organization does business with all its stakeholders Part 3: Integration and Depth How to get all the elements working together and aligned to the "relational value chain" Expanding the depth and improving the quality of coaching activities: supervision and continuous personal and professional development Evaluation, research and the return on investment from creating a coaching culture Conclusion: The challenges going forward Bibliography
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