Use this bestselling guide to embed a coaching culture in any organization to increase performance.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Carol Wilson is an international speaker, writer and broadcaster and the founder and CEO of Culture at Work and Performance Coach Training. She delivers coaching and leadership programmes throughout the world for a range of organizations including IKEA, UK National Health Service (NHS) and NCR. She worked at board level with Sir Richard Branson at Virgin, where she experienced the value of a coaching culture at first hand. She is an Honorary Life Fellow and Global Advisory Panellist to the Association for Coaching.
Inhaltsangabe
Section ONE: The fundamentals of performance coaching; Chapter 01: What is coaching?; Chapter 02: The differences between coaching, therapy, counselling, mentoring and consultancy; Chapter 03: The directive non directive continuum; Chapter 04: Self limiting beliefs; Chapter 05: Coaching and neuroscience; Section TWO: Creating a coaching culture in organizations; Chapter 06: The meaning of a coaching culture; Chapter 07: Ten steps to creating a coaching culture; Chapter 08: Coaching in the workplace; Chapter 09: Coach training in the workplace; Chapter 10: Coaching in leadership; Chapter 11: Cross cultural coaching; Chapter 12: Distance coach training; Chapter 13: Coaching in schools; Chapter 14: Coaching for Crisis at Christmas; Chapter 15: Corporate social responsibility and shared value bringing business and society back together; Chapter 16: Bullying in the workplace; Chapter 17: Resilience in leadership; Chapter 18: Coaching supervision: a workplace perspective; Chapter 19: ROI Measuring the return on investment in coaching; Section THREE: Skills for coaches and managers; Chapter 20: Listening; Chapter 21: Reflecting, summarizing and clarifying; Chapter 22: Questioning; Chapter 23: Permission protocol; Chapter 24: The GROW coaching model; Chapter 25: The EXACT model a coaching approach to goal setting; Chapter 26: Coaching feedback; Chapter 27: The structure of coaching; Chapter 28: Setting and reviewing actions; Section FOUR: Tools of the trade continuing professional development; Chapter 29: David Grove's Clean Language; Chapter 30: David Grove's Emergent Knowledge; Chapter 31: Transpersonal coaching; Chapter 32: An introduction to neuro linguistic programming; Chapter 33: Systemic Coaching; Chapter 34: Transactional analysis and the OK Corral; Chapter 35: 360 degree feedback; Chapter 36: The Reuven Bar On Emotional Quotient inventory (BarOn EQ i); Chapter 37: Thomas Kilmann Conflict Mode Instrument; Chapter 38: Marshall Rosenberg's 'Non Violent Communication'; Chapter 39: Peer leadership Chapter 40: Situational Leadership; Chapter 41: Kouzes and Posner: The Leadership Challenge; Chapter 42: Cultural Transformation Tools; Chapter 43: The Inner Game; Chapter 44: Nancy Kline's Thinking Environment; Chapter 45: Appreciative Inquiry; Chapter 46: Mindfulness; Chapter 47: Elizabeth Kubler Ross's Change Curve six stage model; Chapter 48: Bruce Tuckman's 'forming, storming, norming and performing' team development model; Chapter 49: The Myers Briggs Type Indicator (MBTI®); Chapter 50: The Enneagram; Chapter 51: Kolb's learning styles; Chapter 52: DISC; Chapter 53: Johari Window; Chapter 54: More team role models
Section ONE: The fundamentals of performance coaching; Chapter 01: What is coaching?; Chapter 02: The differences between coaching, therapy, counselling, mentoring and consultancy; Chapter 03: The directive non directive continuum; Chapter 04: Self limiting beliefs; Chapter 05: Coaching and neuroscience; Section TWO: Creating a coaching culture in organizations; Chapter 06: The meaning of a coaching culture; Chapter 07: Ten steps to creating a coaching culture; Chapter 08: Coaching in the workplace; Chapter 09: Coach training in the workplace; Chapter 10: Coaching in leadership; Chapter 11: Cross cultural coaching; Chapter 12: Distance coach training; Chapter 13: Coaching in schools; Chapter 14: Coaching for Crisis at Christmas; Chapter 15: Corporate social responsibility and shared value bringing business and society back together; Chapter 16: Bullying in the workplace; Chapter 17: Resilience in leadership; Chapter 18: Coaching supervision: a workplace perspective; Chapter 19: ROI Measuring the return on investment in coaching; Section THREE: Skills for coaches and managers; Chapter 20: Listening; Chapter 21: Reflecting, summarizing and clarifying; Chapter 22: Questioning; Chapter 23: Permission protocol; Chapter 24: The GROW coaching model; Chapter 25: The EXACT model a coaching approach to goal setting; Chapter 26: Coaching feedback; Chapter 27: The structure of coaching; Chapter 28: Setting and reviewing actions; Section FOUR: Tools of the trade continuing professional development; Chapter 29: David Grove's Clean Language; Chapter 30: David Grove's Emergent Knowledge; Chapter 31: Transpersonal coaching; Chapter 32: An introduction to neuro linguistic programming; Chapter 33: Systemic Coaching; Chapter 34: Transactional analysis and the OK Corral; Chapter 35: 360 degree feedback; Chapter 36: The Reuven Bar On Emotional Quotient inventory (BarOn EQ i); Chapter 37: Thomas Kilmann Conflict Mode Instrument; Chapter 38: Marshall Rosenberg's 'Non Violent Communication'; Chapter 39: Peer leadership Chapter 40: Situational Leadership; Chapter 41: Kouzes and Posner: The Leadership Challenge; Chapter 42: Cultural Transformation Tools; Chapter 43: The Inner Game; Chapter 44: Nancy Kline's Thinking Environment; Chapter 45: Appreciative Inquiry; Chapter 46: Mindfulness; Chapter 47: Elizabeth Kubler Ross's Change Curve six stage model; Chapter 48: Bruce Tuckman's 'forming, storming, norming and performing' team development model; Chapter 49: The Myers Briggs Type Indicator (MBTI®); Chapter 50: The Enneagram; Chapter 51: Kolb's learning styles; Chapter 52: DISC; Chapter 53: Johari Window; Chapter 54: More team role models
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