The heart of coaching free download

The altering of traditional job descriptions changes the entire process of coaching; both behaviours and relationships. Built on mutual trust and respect, the end results are more resourceful and creative as well as being more likely to last. No fast fixes that last a short time when old behaviours become easier to fall back on. The longevity of new modifications is a result of true change based on working with emotional intelligence and self responsibility.

Instead of having a boss, Crane suggests what is needed instead is a leader. Crane combines and identifies five roles that should be the core of business leadership: visionary, servant [to serve others within their organization], coach, facilitator and role model. These positions have overlapping responsibilities and they can be trimmed down to training, counseling, confronting, and mentoring. Using inclusive language, we or I as opposed to you, helps to build a collaborative and trusting relationship and may go a long way to diminish the defensive mechanism individuals use to resist coaching.

Crane discusses the importance of reframing situations for clients and points to this skill as being key for successful coaches. These seemingly small changes will potentially have huge windfalls for both the coach and client. Instead, the new coach supports, listens, engages in dialogue, stimulates creativity and facilitates by empowering. It describes key aspects of coaching including: active listening, building rapport, asking questions, demonstrating empathy, using intuition, goal setting and giving feedback.

In this eBook, you will learn: what coaching can achieve for your team, the differences between coaching, training, mentoring and counseling, how to establish the right mindset for effective coaching, the advantages and disadvantages of internal, external, formal and informal coaching, and the key principles of successful management coaching in the workplace. It is a good idea to become familiar with the models available and then to use your own judgment about which of them to use and when.

Not all coaching sessions need a model and you will need to be flexible in your approach. Regardless of the coaching model you decide to use, the culture and ethos of your own organization will have an impact on your ability to perform as a coach.

Some organizations may lack an understanding of the value of coaching, not see it as a priority, or have a low level of coaching skills and experience available within the organization. We see how coachable leaders—committed to accepting and responding to upward feedback—support the development of a true, feedback-rich coaching culture. This is the 20th year and the 4th edition of this book as an essential resource for those willing to develop coaching as a contemporary leadership skill.

The premise of this book is simple. As coaching becomes a predominant cultural practice, it will create a high-performance working environment where. All members of the culture courageously engage in candid, respectful coaching conversations—unrestricted by reporting relationships—about how they can improve their working relationships and individual and collective work performance.

All have learned to value and effectively use feedback as a powerful learning tool to produce higher levels of personal accountability, professional development, high-trust working relationships, continually improving job performance, and ever-increasing customer satisfaction.

I have not seen the powerful communication and collaboration tools provided in this book anywhere else. The Heart of Coaching creates a shared vocabulary and high-performance focus that will get results in any organization!

The Heart of Coaching arrives at the right time, when leaders need a vision to help them go beyond teamwork. This approach to Transformational Coaching places ownership for the problem where it belongs, with the person responsible for finding a solution. David M. The Heart of Coaching shows organizations how to tap the power, ideas and wisdom of their people to deliver high performance results. The concept of Boss as Coach is a compelling one, and Transformational Coaching will define leadership in the 21st Century.

Tom Crane provides a mechanism for individual and organizational change that will add enormous value to people and their organizations. Eric Mokover, Asst. Tom gives us valuable insight on precisely how to best coach others as we continue to strive for excellence throughout the workplace. Tom Crane paints a clear picture about HOW to perform the various coaching skills. If you study and follow the profound wisdom of this model, you can help your company experience the kind of coaching culture where everyone engages in respectful coaching conversations that lead to better relationships, improved performance, and a place where people actually look forward to coming to work.

Tom came through for me by building an online coaching workshop for my staff. His workshop has inspired my managers to embrace coaching as the right way to get results through their people.

Not only did the workshop teach them how to be great coaches, it contained an ongoing implementation process to make sure the learning never stops. As a professional certified coach, I love this book and use it as a resource in the programs I facilitate on leadership development and business coaching. Tom has such BIG HEART and through this book he provides a wonderful road map on how managers and leaders can begin to create more high-performance work teams.

I own no less than 30 books on coaching and giving performance feedback, and this is the best yet. I say this for three reasons. It is structured around an easy-to-understand model.