| COACHING TO IMPROVE PERFORMANCE |
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| Developing Your People for Excellent Results |
| Coaching is one of those words that buzzes around businesses: however, it is rarely represented correctly and at best, given lip service in terms of putting it into practice. |
| Many businesses are founded on an autocratic hierarchy, which tells its workers what to do, rather than growing the individual talents of its employees for the benefit of the customers and its profits. |
| Coaching other people is a very satisfying and rewarding task as it enables people to create change through learning. It helps people to be more, do more, achieve more and above all contribute more. |
| This manual will seek to put right the misconceptions about coaching and equip you with the skills to truly develop others and gain satisfaction from doing so. |
| It can be read and used as a book, a self-learning tool, or a reference guide. It can be used by individuals to increase their skills and knowledge, trainers to help produce training sessions or by managers for meetings and staff training. It is a mixture of information, practical exercises, self analysis questionnaires and case studies. |
| Below is a summary of this 189 page training manual. |
| Coaching – How Do I Rate as a Coach? |
| • A Self Assessment Questionnaire |
| What Is Coaching? |
| • A definition and explanation of coaching dispelling major myths about its purpose |
| How to Approach Coaching |
| • The mechanics of coaching |
| The Coaching Relationship |
| • The importance of getting to know your coachee |
| Coaching: In Business |
| • Executive Coaching |
| • The Manager as a Coach |
| Life/Lifestyle Coaching |
| • Coaching applications outside the workplace |
| A Comparison of Coaching and Therapy |
| • When Coaching Isn't the Answer |
| The Nature of Coaching |
| • Raising Awareness |
| • Generating Responsibility |
| Qualities of a Good Coach |
| • Examining the essential skills required to be a good coach |
| Collaborative Coaching |
| • Non-directive versus Directive Language |
| • Directive Conversation |
| • Non-directive Conversation |
| • Directive Language – Advantages |
| • Directive Language – Disadvantages |
| • Non-Directive Language - Advantages |
| • Non-Directive Language - Disadvantages |
| Coaching Principles or Beliefs |
| • Operating Principles for Coaches |
| • Maintain a Commitment to Support the Individual |
| • Coaching from Non-judgement |
| • What Does Non-judgement Feel Like For a Coach? |
| • How Do We Let Go of Judgement? |
| • Meditation for Non-judgement |
| • Build the Coaching Relationship on Truth, Openness and Trust |
| Coaching Process and Structure |
| • The Four Stages of Coaching |
| • Stage One – Establishing the Context for Coaching |
| • Stage Two – Create Understanding and Direction |
| - The Sequence of Questioning – GROW |
| - Goal Setting |
| - Ownership of Goals |
| - What Is Reality? |
| - Reality Questions |
| - What Options Do I Have? |
| - What Will You Do? (Options) |
| • Stage Three – Review/Confirm Learning |
| • Stage Four – Completion |
| The Coaching Toolkit |
| • A concise summary and tools to start coaching |
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| Prices |
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| Downloadable PDF format |
£75.00 plus VAT |
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| Bound and printed hard copy |
£95.00 plus VAT plus P&P |
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