Coaching Handbook: An Action Kit for Trainers and Managers - page 1
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- Table of Contents
- Table of Contents
- BackCover
- The Coaching Handbook - An Action Kit For Trainers Managers
- Introduction
- Part 1: The Coaching Process
- Chapter 1: What is Coaching?
- Development needs
- Development - core values and beliefs
- Training
- Mentoring
- Counselling
- Line management
- Benefits of coaching
- Summary
- Chapter 2: Learning Theories
- Kolb s learning cycle
- Barriers to learning
- Personal working styles
- Areas and levels of learning (Bloom s taxonomy)
- Chapter 3: Introducing the Coaching Model
- Chapter 4: Job description, Skills and Qualities of a Coach
- Chapter 5: Preparing to Coach
- Preparing the coaching environment
- Preparing the coachee
- Chapter 6: Stage 1: Clarifying Coaching Needs and Goals
- What you do
- What could go wrong
- Skills required
- Chapter 7: Stage 2: Agreeing Specific Development Needs
- What you do
- What could go wrong
- Skills required
- Chapter 8: Stage 3: Formulating a Detailed Plan for Coaching
- What you do
- What could go wrong
- Skills required
- Chapter 9: Stage 4: Doing a Task or Activity
- What you do
- What could go wrong
- Skills required
- Chapter 10: Stage 5: Reviewing Activities and Planning Improved Performance
- What you do
- What could go wrong
- Skills required
- Chapter 11: Stage 6: Ending the Coaching Relationship
- What you do
- What could go wrong
- Skills required
- Chapter 12: Third-party Initiated Coaching
- Establishing the coaching contract
- Chapter 13: Skills
- Assertiveness
- Conflict management
- Facilitation
- Influencing
- Listening
- Observation
- Planning and prioritizing
- Presenting ideas and information
- Questioning
- Rapport building
- Using and interpreting non-verbal communication
- Part 2: Case Studies
- Case Studies
- Coaching a Partner in a National law firm
- The Scout Association
- Coaching for sales managers and their teams
- Metropolitan Police recruits
- Coaching a youth football team
- Coaching two general managers
- Coaching on customer service other one-to-one communication
- Coaching different individuals in different areas
- Coaching an operational manager to take on a specialist HR role
- Coaching to expand the skills of an experienced trainer
- Coaching a manager and a novice yacht crew
- Developing effective interpersonal skills in training
- One-day breakthrough coaching
- Coachee in football
- Being coached in project management
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