By John Whitmore
Coaching for Performance is the bible of the and intensely a lot the definitive paintings that each one coaches stand on.
This fourth version explains basically and in-depth the way to free up people's capability to maximize their functionality. It comprises the eponymous develop version (Goals, truth, thoughts, Will), now confirmed because the foundation for training execs. transparent, concise, hands-on and reader-friendly, it is a training advisor written in a training variety. Coaching for Performance digs deep into the roots of training, fairly transpersonal psychology, an invaluable version for private improvement and in-depth training. There are new training questions and clean chapters on emotional intelligence and high-performance leadership.
Whitmore additionally considers the way forward for training and its function within the transformation of studying and office relationships, in addition to illustrating how training can assist in a situation.
Read Online or Download Coaching for Performance: GROWing Human Potential and Purpose - The Principles and Practice of Coaching and Leadership, 4th Edition PDF
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Additional info for Coaching for Performance: GROWing Human Potential and Purpose - The Principles and Practice of Coaching and Leadership, 4th Edition
Some so-called coaches still do, as do many managers. They contribute to the performers’ or employees’ limitations as well as to their successes. The problem is that they may still get reasonable results from those they manage, so they are not motivated to try anything else and never know or believe what they could achieve by other means. In recent years much has changed in sport and most top teams employ sports psychologists to provide performers with attitudinal training. If old coaching methods remain unchanged, however, the coach will frequently be unintentionally negating the psychologist’s efforts.
Such a memo, however, would contain inadequate information so long as George’s resistance to communicating persisted. Instead of being satisfied with George’s agreement to send memos, the manager coached George to discover and let go of his own resistance. The lack of communication was the symptom, but the resistance was the cause. Problems can only be resolved at the level beneath that at which they manifest themselves. It is hard, but by no means impossible, for an expert to be a good coach. Of course, expertise is invaluable for many other aspects of a manager’s function, and the truth is that the manager is most likely to be an expert anyway.
Questions are most commonly asked in order to elicit information. I may require information to resolve an issue for myself, or if I am proffering advice or a solution to someone else. If I am a coach, however, the answers are of secondary importance. The information is not for me to make use of and may not have to be complete. I only need to know that the coachee has the necessary information. The answers given by the coachee frequently indicate to the coach the line to follow with subsequent questions, while at the same time enabling him to monitor whether the coachee is following a productive track, or one that is in line with the purpose or company objectives.
Coaching for Performance: GROWing Human Potential and Purpose - The Principles and Practice of Coaching and Leadership, 4th Edition by John Whitmore