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Leader As Coach: Strategies for Coaching & Developing Others
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About Leader As Coach: Strategies For Coaching
Product Description 'Leader As Coach' is a straight-forward, practical book that can help you lead your people and your organization to greater success. The tips and practices in 'Leader As Coach' will enable you to sharpen your coaching skills so that you can attract and retain the talent you need for success, foster growth in others, provide effective feedback, orchestrate learning opportunities, and groom high-potential performers. After all, your people are your most important asset. Within these pages youll find: --Five high-impact strategies for effective coaching. --Useful insights on how to deal with resistance and motivate others. --Hundreds of tips and action steps to make you a better coach. Review ...in simple, common-sense language - basic approaches for managing one's own development as well as coaching others. -- Personnel Psychology, Summer 1997 These two volumes capture all the pride and dynamism that can be ours with a proper approach to development -- The Book Reader, Spring 1997 From the Back Cover Leader As Coach is the second in a series of books dealing with practical approaches to individual and team development. Its five coaching strategies enable leaders to partner with others to accelerate learning and development in a busy, demanding world. Personnel Decisions International is a global, multiservice, human resources consulting firm. Our goal is to help clients build effective organizations and gain competitive advantage through wisely choosing and effectively developing their most important asset - people. About the Author Mary Dee Hicks and David B. Peterson have devoted much of their professional careers to helping organizations and their people become stronger through the development of individual talents. Their consulting experience spans dozens of prominent international organizations, including FORTUNE 100 companies such as Hewlett-Packard, 3M, and Pepsi Co. David B. Peterson, Ph. D., is an executive coach and head of Personnel Decisions International's (PDI) global coaching practice. Excerpt. © Reprinted by permission. All rights reserved. A partial excerpt from Chapter 1: Forge a Partnership Trust Test 1: Do people know what to expect from you? People value predictability in their world so they can anticipate changes, make decisions, and set plans. Yet leaders often keep people in the dark about where they are going or what they are planning. In the absence of good information, people draw their own conclusions. Guesswork is a shaky foundation for trust. Test yourself. Test whether the person you are coaching knows what to expect from you: --How often do I try to protect the person by keeping information and concerns to myself? --How much do I keep special information to myself so I can feel in-the-know? --How often do I make decisions without sharing how or why I arrived at my conclusion? --How active is the grapevine or rumor mill among the people I work with? How often is it accurate? --To what extent am I concerned that the person cant be trusted to handle sensitive information responsibly? --How willing am I to tell the person what I really think about their development needs? Based on your answers, evaluate how likely it is that people do not know what to expect from you. Then consider strengthening trust with the following: Offer status reports and forecasts. To avoid unnecessary guesswork, tell people what you do and dont know, as well as what you can and cannot tell them. --"I havent heard anything about the next downsizing. As soon as I know something that I can share with you I will pass it on." --"I know we wont fill that position until next year." --"Plans for the new contract are in the works, but I cant give you any details yet." Convey consistent principles. Even when decisions cannot be predicted, you can cultivate certainty around the principles you will use to guide your decisions. Share your priorities. Let people know how you are trying to
