Seven Steps of Effective Executive Coaching , livre ebook

Thorogood Publishing - Fiona Hunter Ian/ Dembkowski Sabine/ Eldridge

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115 pages

English

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Based on the author's extensive research and consultancy practices, the book builds on the GROW coaching model and introduces a new model which involves 5 core capabilities and a 7-step process - The Achieve Coaching Model.key featuresBased on an international best-practice study of executive coaching drawn from UK, Germany and USExplains a new, original and easy-to-use coaching methodShows how the return on coaching investment can be measuredLinks current theories of leadership to executive coaching

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Publié par	Thorogood Publishing
Date de parution	13 juin 2006
Nombre de lectures	0
EAN13	9781854188052
Langue	English

Informations légales : prix de location à la page 0,0450€. Cette information est donnée uniquement à titre indicatif conformément à la législation en vigueur.

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Thorogood Publishing Ltd 10-12 Rivington Street London EC2A 3DU Telephone: 020 7749 4748 Fax: 020 7729 6110 Email: info@thorogoodpublishing.co.uk Web: www.thorogoodpublishing.co.uk
© Sabine Dembkowski, Fiona Eldridge and Ian Hunter 2006
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, photocopying, recording or otherwise, without the prior permission of the publisher.
This book is sold subject to the condition that it shall not, by way of trade or otherwise, be lent, re-sold, hired out or otherwise circulated without the publisher’s prior consent in any form of binding or cover other than in which it is published and without a similar condition including this condition being imposed upon the subsequent purchaser.
No responsibility for loss occasioned to any person acting or refraining from action as a result of any material in this publication can be accepted by the author or publisher.
A CIP catalogue record for this book is available from the British Library.
ISBN 1 85418 333 8
978-185418333-0
Foreword - Sir John Whitmore
It is hard to define the origins of coaching by a date or an event, but it is rooted in humanistic psychology (1960s). Its first application in the performance context was articulated by Tim Gallwey in The Inner Game of Tennis (1975). At about the same time in the United States, life coaching supplanted the popularity of psychoanalysts and psychics. Shortly thereafter Tim, others and I took coaching into business in the States and in Europe.
After a slow start, in the past decade or so, workplace coaching has spread like wildfire throughout the so-called industrialized world. This reflects changing social values and, in particular, the shift from dependence on external authority to the emergence of internal or self-responsibility. This is an important stage both in psycho-social evolution, and in management practice.
Naturally its applications in the workplace are many, ranging from the adoption by managers of devolved responsibility culture to the use of external coaches by executives for their career or personal development. Coaching is now a profession in its own right and as such it is formulating a set of standards and qualifications by which its practitioners can be regulated and adjudged.
There are some books that really make a contribution to the body of knowledge of the subject. This book is one of those. It is objective and research based while also drawing on the experiences of the authors and others in such a way that is not boringly academic at all. It grabs one’s interest and holds it with very clear readable language.
The content is comprehensive and the book is well sequentially structured. While rooted in the experience of practitioners, it draws upon a range of methodologies and developmental models devised by different authors for support and to produce a very convincing authoritative document that will be invaluable to many coaches wishing to refine their skills. For example there are great sections on developing rapport and on good listening as well as on the harder stuff such as the structure of questions and on goal setting. The core of the book is around what the authors call the Achieve Coaching Model®, a seven stage elaboration of the widely used GROW model. I hope this will serve to downgrade GROW, not because there is anything wrong with the GROW sequence for asking coaching questions – far from it.
Unfortunately, however, the memorable nature of the mnemonic GROW and its association with coaching has obscured, or even replaced, in too many minds the real principles of coaching, that of building the Awareness and the Responsibility of the coachee. This model and the whole book will help to restore the priorities.
HR professionals and their companies are faced with more and more coaching offerings and find it harder and harder to choose between them. Accreditation is spreading and the criteria becoming more consistent but that alone does not tell them who to choose. This book will be of great help to those who want to know what to expect and what to look for in a coach.
So where is coaching going from here? The authors refer to this in their last chapter, Future trends and outlook. The authors keep our feet on the ground throughout the book by focusing principally on the rational processes of the mind that fulfils most corporate coaching needs, but we should not forget that much of what drives us is subconscious. The subconscious mind is often easier to access through non-linear techniques such as imagery and free drawing. Also a wellspring of untapped potential lies in the higher mind, sometimes known as the super-conscious and this is where conventional coaching reveals its limitations.
As I wrote earlier, coaching was born in the cradle of humanistic psychology but it is coming of age in the next wave, transpersonal psychology, which is already influencing coaching, and the way it is taught in some accredited programmes. The authors allude to the transpersonal in an excellent chapter, Intuition and presence, both of which are transpersonal qualities that can be developed using transpersonal coaching techniques. However, it is the area where psychological and spiritual development merge and for those who struggle with the spiritual, which includes a fair share of business people, it is a no-go area before they are ready. I expect we will see more of it in the authors’ next book. Meanwhile I hope you get as much out of this one as I did.
Acknowledgements
This book is the result of literally thousands of hours of listening and learning from leaders in organizations, our clients and colleagues. We are grateful for the wealth of experience and the opportunity to learn from so many people from such rich and varied backgrounds.
In particular we would especially like to thank our clients who provide us with insights and inspiration. We are also indebted to our colleagues who kindly participated in the research for this book and provided access to their knowledge, thoughts and ideas.
The following people deserve a special mention for their inspiration, input and invaluable comments on the manuscript: Mircea Albeanu, Orion Partners Prof. David Clutterbuck, Sheffield Hallam University Karen Drury, fe3 Consulting Prof. Dr. Hans Eberspächer, Mentalinform Wendy Johnson, President and CEO, Worldwide Association of Business Coaches Prof. David Lane, Middlesex University Konrad Lenniger, International Top Executive Coach Prof. Ronald E. Riggio, Kravis Leadership Institute, Claremont McKenna College Neill Ross, Thorogood Angela Spall, Thorogood Sir John Whitmore, Performance Consultants Nick Williams, Heart at Work
Any remaining omissions, confusions or errors are, of course, our own.
Part One - Overview and Introduction
Chapter One - Introduction
We write as practitioners for practitioners. Our aim, in this book, is to contribute to the coaching profession and provide you with a pragmatic approach which achieves sustainable and measurable results for clients.
The book is for: coaches, trainers and consultants who want to develop their executive coaching skills and become effective executive coaches business leaders and managers who wish to learn about coaching and incorporate the lessons into their leadership and managerial practices executives responsible for buying executive coaching services and for establishing a coaching culture who wish to understand more about: what to look for when comparing providers how to establish a systematic approach to make internal coaching practices more efficient and how to achieve a greater return on their coaching investment executives who are thinking about using executive coaching services for personal and professional development and want to know more about what to expect during the coaching experience
Executive coaching is a key tool for developing managers in successful organizations. Only those individuals who behave authentically can be successful in the long term. Processes and procedures are important but without the right people working in an effective and efficient manner any organization will flounder.
Two of us have had successful careers as international management consultants with globally recognized firms and the other was a company chairman guiding the development of an organization from successful start-up to one of the top three in its sector.
When we started our international executive coaching practice, The Coaching Centre, we initiated an international best practice study. Over the course of two years we reviewed the leading literature from Europe and North America, analyzed video tapes, transcripts and material, observed coaching demonstrations and conducted in-depth interviews with leading executive coaches as well as their clients.
As a result of this research we identified seven core coaching capabilities and a seven-step process for structuring an executive coaching programme. The use of these seven steps seemed to generate significant results for coaching clients. Through our work as executive coaches we refined our systematic approach which has now been tried and tested in blue chip organizations across different industries and countries.
Our distinctive approach consists of a model that makes the key steps of executive coaching transparent. It provides the foundations upon which you can build as you develop skill and experience in the art and science of executive coaching.
The idea for this book grew from our pursuit of answers to two seemingly simple yet compelling questions: How do executive coaches achieve tangible outcomes for their clients? What is it that really makes the difference in becoming an effective and experienced executive coach?
In this book we reveal our insights from our international executive coaching practice and make the tools and techniques that make the d