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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