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To be successful at work you have to be successful with people. As stress takes an ever bigger toll on people, so the successful organisation is the one that enables its workforce to manage and even harness that stress into productivity and satisfaction. Balance, clear goals and responsibility become more and more important.
The bookexamines the challenges that the furious pace of change in todays world have brought and provides every manager with strategies to facilitate a successful, dynamic, creative, effective workforce. Backed by sound, up-to-the minute psychological theory this book is also highly practical and is packed with validated tools and techniques for enhancing life experience and work performance.
This book will equip the reader with usable, effective, proven techniques for improving, communication, collaboration and co-operation at work. It will teach the reader how to become a manager coach and to lead themselves and their team with confidence.
Product Description
To be successful at work you have to be successful with people. As stress takes an ever bigger toll on people, so the successful organisation is the one that enables its workforce to manage and even harness that stress into productivity and satisfaction. Balance, clear goals and responsibility become more and more important.
The bookexamines the challenges that the furious pace of change in today's world have brought and provides every manager with strategies to facilitate a successful, dynamic, creative, effective workforce. Backed by sound, up-to-the minute psychological theory this book is also highly practical and is packed with validated tools and techniques for enhancing life experience and work performance. This book will equip the reader with usable, effective, proven techniques for improving, communication, collaboration and co-operation at work. It will teach the reader how to become a 'manager coach' and to lead themselves and their team with confidence.
Chapter headings
1 Why coaching? Why now?
Snapshot of today's corporate culture - how we got here, brief socio-historic overview. Taylorism to now. Realities of today's workplace, pressure, stress, work/life balance, what people want from work. The blurring of the work/life divide
War for talent, retention issues, knowledge management.
Change forced upon us, but also we need to foster and promote change. Command and control, does it work? Yes sometimes. How to know when it won't work. What to do about it.
2 Where does coaching come from? How can it help?
Background in training, therapy, sports coaching, mentoring, but it is none of these. Increasingly managers need to facilitate enhancement of work and life. They need to help people to live a good, satisfying life and get more out of work. There are techniques that are proven. We need to use them. Coaching is not a fad, the name may change but people are the asset of an organisation, managers need to know how to get the best out of them.
3 The medium and the message
Dealing with social capital, networking, communication skills. The way we communicate is changing and fast. But the basic human needs do not change. We need to be appreciated, respected, stimulated, listened to, challenged. This is the same as it ever was. There is an argument that the internet is loosening the social fabric of society, making people more alienated from one another. How do we stop doing this? By not using the internet? No it's not going to happen , nor to we want it to. It is a fantastic tool we need use it. The rules of good communication are simple. They are the same whatever the medium.
Have something to say,
listen, engage in dialogue,
be clear
stay true to your needs and values,
speak with conviction.
4 How do you do it? - Methods and models
Outline of coaching techniques and models developed at Sydney: Grow, House of change, etc.
5 Have you got what it takes to be a manager coach?
David Clutterbuck competencies, self-assessment, inventory of coaching skills Where are your strengths and weaknesses? Assess yourself, using a variety of tools. Getting feedback from colleagues, coachee etc.
6 What to do if you haven't
Based on feedback and assessment the chapter provides practical ways of enhancing personal competencies. Developing exercises, which are fun and motivating to do, have real application and will produce results.
7 Putting it into practice - coaching others Cookbook of recipes - dealing with specific situations. Typical workplace scenarios.
8 Dealing with difficult people
It's all very well but what do you do if you have to deal with a complete bastard. Emotional vampire, drama queen, Mr and Mrs Perfect, Its not my job, What do I care, its all too much. Typical personality types you might encounter and what to do about it. How to get them to do what you want. Setting boundaries . Uncovering needs and values. Keeping emotional distance, staying objective.
'Good fences make good neighbours' Robert Frost
8 Make change in your own life
You can't possibly hope to help other people to create and maintain positive change, focus and direction on their own lives unless you can do it yourself. This chapter looks at self-coaching techniques, what they are, how to implement them and why they are important.
No matter how good you are at your job, and how good your company is, unless you know how to get the best from your people, you might as well go home now. This is a direct, easy read, for smart busy managers that shows you how to become a highly effective coach as well as manager.
Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
The bookexamines the challenges that the furious pace of change in todays world have brought and provides every manager with strategies to facilitate a successful, dynamic, creative, effective workforce. Backed by sound, up-to-the minute psychological theory this book is also highly practical and is packed with validated tools and techniques for enhancing life experience and work performance.
This book will equip the reader with usable, effective, proven techniques for improving, communication, collaboration and co-operation at work. It will teach the reader how to become a manager coach and to lead themselves and their team with confidence.
Product Description
To be successful at work you have to be successful with people. As stress takes an ever bigger toll on people, so the successful organisation is the one that enables its workforce to manage and even harness that stress into productivity and satisfaction. Balance, clear goals and responsibility become more and more important.
The bookexamines the challenges that the furious pace of change in today's world have brought and provides every manager with strategies to facilitate a successful, dynamic, creative, effective workforce. Backed by sound, up-to-the minute psychological theory this book is also highly practical and is packed with validated tools and techniques for enhancing life experience and work performance. This book will equip the reader with usable, effective, proven techniques for improving, communication, collaboration and co-operation at work. It will teach the reader how to become a 'manager coach' and to lead themselves and their team with confidence.
Chapter headings
1 Why coaching? Why now?
Snapshot of today's corporate culture - how we got here, brief socio-historic overview. Taylorism to now. Realities of today's workplace, pressure, stress, work/life balance, what people want from work. The blurring of the work/life divide
War for talent, retention issues, knowledge management.
Change forced upon us, but also we need to foster and promote change. Command and control, does it work? Yes sometimes. How to know when it won't work. What to do about it.
2 Where does coaching come from? How can it help?
Background in training, therapy, sports coaching, mentoring, but it is none of these. Increasingly managers need to facilitate enhancement of work and life. They need to help people to live a good, satisfying life and get more out of work. There are techniques that are proven. We need to use them. Coaching is not a fad, the name may change but people are the asset of an organisation, managers need to know how to get the best out of them.
3 The medium and the message
Dealing with social capital, networking, communication skills. The way we communicate is changing and fast. But the basic human needs do not change. We need to be appreciated, respected, stimulated, listened to, challenged. This is the same as it ever was. There is an argument that the internet is loosening the social fabric of society, making people more alienated from one another. How do we stop doing this? By not using the internet? No it's not going to happen , nor to we want it to. It is a fantastic tool we need use it. The rules of good communication are simple. They are the same whatever the medium.
Have something to say,
listen, engage in dialogue,
be clear
stay true to your needs and values,
speak with conviction.
4 How do you do it? - Methods and models
Outline of coaching techniques and models developed at Sydney: Grow, House of change, etc.
5 Have you got what it takes to be a manager coach?
David Clutterbuck competencies, self-assessment, inventory of coaching skills Where are your strengths and weaknesses? Assess yourself, using a variety of tools. Getting feedback from colleagues, coachee etc.
6 What to do if you haven't
Based on feedback and assessment the chapter provides practical ways of enhancing personal competencies. Developing exercises, which are fun and motivating to do, have real application and will produce results.
7 Putting it into practice - coaching others Cookbook of recipes - dealing with specific situations. Typical workplace scenarios.
8 Dealing with difficult people
It's all very well but what do you do if you have to deal with a complete bastard. Emotional vampire, drama queen, Mr and Mrs Perfect, Its not my job, What do I care, its all too much. Typical personality types you might encounter and what to do about it. How to get them to do what you want. Setting boundaries . Uncovering needs and values. Keeping emotional distance, staying objective.
'Good fences make good neighbours' Robert Frost
8 Make change in your own life
You can't possibly hope to help other people to create and maintain positive change, focus and direction on their own lives unless you can do it yourself. This chapter looks at self-coaching techniques, what they are, how to implement them and why they are important.
No matter how good you are at your job, and how good your company is, unless you know how to get the best from your people, you might as well go home now. This is a direct, easy read, for smart busy managers that shows you how to become a highly effective coach as well as manager.
Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.