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The Coaching Manager
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The Coaching Manager
Developing Top Talent in Business

Third Edition


May 2016 | 360 pages | SAGE Publications, Inc

The Coaching Manager, Third Edition provides students and managers alike with the guidance, tools, and examples needed to develop leadership talent and inspire performance.  Using an innovative coaching model, bestselling authors James M. Hunt and Joseph R. Weintraub present readers with a developmental coaching methodology to help employees achieve higher levels of skill, experience greater engagement with organizations, and promote personal development.  The thoroughly updated Third Edition reflects the authors’ latest research, which focus on building and maintaining trust, working with others who are different from yourself, and coaching by the use of technology.


 
Chapter 1: Whither the Coaching Manager
Coaching in an Uncertain World  
The Coaching Manager Model and Developmental Coaching  
Coaching and Learning  
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
Tonia and Ashok  
Our Reactions to the Case  
The Coaching Manager Model  
A Coaching Culture  
The Coaching Mindset  
It’s the Relationship that Makes it All Possible  
The Coachee  
The Opportunity  
Reflection  
Feedback  
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  
The Coaching Manager  
 
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  
The Decision to Trust  
Building Trust and a Coaching-Friendly Culture at the Team Level  
The Coaching Relationship in a Diverse World  
Cultural Intelligence  
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  
Entrepreneurial Learning  
Strengths or Weaknesses?  
Opportunities: A Summary  
 
Chapter 7: Reflection
What Do We Mean By Reflection?  
Timing  
Encouraging 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 Coachee’s Role  
The Coaching Manager as Observer: Promoting Learning and Performance, From the Sidelines  
Feedback and Coaching  
The Benefits of Feedback  
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  
Setting Goals  
How People Change  
Unfreezing  
Change  
Refreezing  
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 Problem of Alignment  
The Right Person in the Wrong Situation  
Personal Problems  
Character  
Team Problems  
Organizational Change  
Addressing Performance Problems: Some Coaching Guidelines  
 
Chapter 11: Coaching and Career Development
The Changing View of Careers and Career Development  
Knowing What You Want  
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  
The Career Story  
The Final Word, for Now  
 
Chapter 12: Coaching and Management Education
The Nature of the Problem  
Transfer of Learning  
Making the Most of Learning in Management Education  
Defining the Learning Goal  
Choosing the Right Program  
Following Up  
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
Once Again, Technology  
Changing Demographics  
The Relationship Between the Manager and the Employee Is Still the Key  
A Final Word for Our Coaches, Experienced and New  
Key features

KEY FEATURES

  • The Coaching Manager Model simplifies core concepts and helps readers get at the essence of what it takes to be a coaching manager.
  • Real-world cases illustrate coaching in a variety of environments and offer strategies for developing people within any organization.
  • Self-assessment tools prompt readers to explore their existing notions of coaching and help readers create and sustain a coaching environment.
  • Action checklists deepen skill sets and provide experiential learning opportunities in the classroom and on the job.
  • Numerous practical examples and exercises encourage readers to apply the concepts and build their skill set as a coaching manager.

NEW TO THIS EDITION

  • New research and contemporary cases demonstrate how managers are using coaching to develop talent in our current economy.
  • A new section on entreprenurial learning has been added to discuss coaching and development relevant to entrepreneurs.
  •  New real-world examples of diversity and technology help readers coach others different from oneself and show readers how to use technology to coach employees over vast distances.  

Sample Materials & Chapters

Chapter 1

Chapter 2


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