Chapter 1: Whither the Coaching Manager
Coaching in an Uncertain World
The Coaching Manager Model and Developmental Coaching
Why Don’t More Managers Coach?
It’s the Relationship That Matters
Coaching Isn’t the Same as Mentoring
The Title of the Book Is The Coaching Manager
Chapter 2: The Coaching Manager Model—An Overview
Our Reactions to the Case
The Coaching Manager Model
It’s the Relationship that Makes it All Possible
Follow Through and the Action Plan
As You Experiment With Coaching
Chapter 3: The Coaching Mindset
The Manager Who Learns to Coach
Can Anyone Learn to Coach?
The Characteristics of the Coaching Mindset
Chapter 4: The Coachable "Coachee"
The Question of “Coachability”
What Do Employees Want From Their Managers?
Hallmarks of the Coachable Learner
The Problem of Impression Management
Barriers to Coaching: What Does an Apparent Lack of Coachability Look Like?
Arrogance: The Overestimator
An Apparent Lack of Interest in the Job
The Impact of Personal Stress
Diversity and Coachability
A Mismatch Between the Career Stage of the Employee and the Career Stage of the Manager
Coachability: Treat Each Employee as an Individual
Chapter 5: The Coaching-Friendly Culture and the Coaching Relationship
The Coaching Friendly Culture
The Values and Practices of the Coaching-Friendly Culture
The Coaching Manager and Coachee Relationship
Building Trust and a Coaching-Friendly Culture at the Team Level
The Coaching Relationship in a Diverse World
Protecting a Coach-Friendly Culture Over Time
Chapter 6: The Opportunity
Coaching Managers Focus on Running a Business
Not Just Results, Process: How the Work Gets Done
The Common Element in All Learning Opportunities
The Coachee’s View of the Learning Opportunity
What Should the Coaching Manager Pay Attention to? Competence
Chapter 7: Reflection
What Do We Mean By Reflection?
Ask Reflective Questions, Listen for Understanding
On Learning to Ask Useful Questions
Helping the Employee Take Ownership
This Takes Time – And it Doesn’t Get You There
Chapter 8: Feedback
Why are Performance Date, Even Observational Data, Suspect?
The Real Problem: Our Tendency to Draw Inferences From Selected Data
Error and Expectations: What You See Is What You Get
Getting the Most From Direct Observation and Related Approaches to Gathering Performance Data
The Coaching Manager as Observer: Promoting Learning and Performance, From the Sidelines
The Problem With Feedback
Making Feedback Useful – A Summary
The Basics of Providing Balanced Feedback
The Emotional Impact of Feedback
Maximizing the Value of That Imperfect Instrument, Feedback
Your Development as a Provider of Feedback
Chapter 9: Follow Through and Action Planning
Planned Development and Action Planning
Building Commitment for Learning and Change
Face-to-face Follow-up and More
Conclusions: Goal Setting and Follow Through
Chapter 10: Developmental Coaching and Performance Problems
Causes of Performance Problems
Poor Managers and Poorly Communicated Expectations
The Right Person in the Wrong Situation
Addressing Performance Problems: Some Coaching Guidelines
Chapter 11: Coaching and Career Development
The Changing View of Careers and Career Development
Developmental Coaching and Career Development
Learning Goals and Career Development
Who You Know Does Count: Networks, Supporters, and Blockers
Using Developmental Coaching to Address Career Concerns and Promote Career Development
Chapter 12: Coaching and Management Education
The Nature of the Problem
Making the Most of Learning in Management Education
Defining the Learning Goal
Choosing the Right Program
Management Development Programs and the Coaching Manager
Chapter 13: Distance Coaching
Trust and the Virtual Team
What About Texting? Back to What Coaching is All About
Distance Coaching: A Summary of the Key Points
Chapter 14: Epilogue
The Relationship Between the Manager and the Employee Is Still the Key
A Final Word for Our Coaches, Experienced and New
Sage College Publishing
