Coaching For Leadership, Third Edition

INDEX

Page references followed by fig indicate an illustration; followed by t indicate a table; followed by e indicate an exhibit.

Accidental Genius: Using Writing to Generate Your Best Ideas, Insight, and Content (Levy)

Actions: for accelerating success in new roles; for doubling your value; feedforward process for taking; by high performance teams and leaders; influencing decision makers into taking; for winning the career game

Adler, N. J.

Albright, M.

Alexander, J.

Alexcel

Allaire, P.

The AMA Handbook of Leadership (Goldsmith, Baldoni, and McArthur)

American Association of Retired Persons (AARP)

The American Institute for Managing Diversity (AIMD)

American Management Association

Animal Planet (TV program)

Annan, K.

Applied Biosystems Division (Perkin-Elmer)

Argyris, C.

Aristotle

The Art and Practice of Leadership Coaching (Morgan)

Assessment: Executive Coaching Guide for client readiness; Performance Readiness; Top Teaming Assessment

Athena Group

Attention: how the female brain processes information; how the male brain processes information

Awareness coaching: for men; for women

Baby Boomers

Backhard, D.

Baldoni, J.

Bateson, A.

Baum, L. F.

Beckhard, R.

Behavior Engineering Model (BEM): identifying performance gap and cause analysis using; illustrated diagram of updated; PROBE questions derived from

Behavioral coaching: challenging versus validating client behavior during; involving key stakeholders in; “pay for results,”; qualifying the client for; steps in process of leadership; value for executives; what to expect from experience of

Bennett, D.

Bennett, N.

Berkshire Hathaway

Beryl Companies

Best Practices in Leadership Development Workbook

BHP Billiton

Blanchard Certified

Blanchard, K.

Blanchard, M. H.

Booz and Company

Boss coaching: description and outcomes of; questions to ask during

Botkin, J. W.

Bryan, M.

Buell-Thompson, B.

Buffet, W.

Burns, J. M.

Burns, U.

C-level: executive coaching of; senior leaders. See also Hi-potentials leaders

Cameron, D.

Capability: diversity-capable; empowering players with game thinking; “Hi-Po Paradox” of developing; Triangle Offense example of execution of game plan. See also Competencies

Capote, T.

Capp

Career Dynamics (Schein)

Career game moves: coaching to learn winning; fixing something important; making a healthy business even better; making the next and most important; serving in staff role to make an impact

Caring

CDR 3-D Suite

Center for Creative Leadership (CCL)

Center for Transitional Management

Change: coaching for governance with agenda for; feedforward process used for; fixed mindset as anathema to; into learning organization; Six Points of Influence Model for Transformational Change

Change agents

Chartered Secretary (publication)

Chevalier, R.

China: Communist Party efforts to stamp out official graft in; economy of; Hong Kong is a Special Administrative Region (HKSAR) in; research and development boosting global position of

China Specialists

Chopra, D.

Client readiness levels: Executive Coaching Guide to assess; leadership styles corresponding to; Situational Leadership model matching leadership style to

Clients: challenging versus validating behavior of; equifinality concept on permitting variety of learning approaches by; getting a clear focus on coaching; how coaching allows engagement in development; personal vs. development coaching goal of; qualifying for behavioral coaching; status of client as coaching relationship factor; striving for success through coaching; theoretical foundations of thinking like the; what to expect from coaching experience. See also Executives; Learning

Coaches: acting like a researcher; coaching as set of behaviors by; hybrid; as systems change agent; three different roles played by

Coaching: allowing executives to strive for success; behavioral change; comparing mentoring and; conditions which must occur prior to; demystifying the mystique of; effects on leadership; empowerment; to engage and retain employees; engaged development through; examining the essential difference between other education and; Executive coaching Guide tool for; gender differences in awareness; high-potential women; Microsoft’s high-potential; as subset of consultation; team-building; theoretical foundations of; therapy-focused; the winning career game moves. See also Mentoring

Coaching archetypes: boss coaching; expert coaching; peer coaching inside the organization; peer coaching outside the organization; self-coaching

Coaching Essentials for Leaders

Coaching experience: behavior-focused; equifinality concept on permitting variety of learning approaches by; personal leader brand; strategic results-focused; theoretical foundations of thinking during; therapy-focused coaching; what to expect from

Coaching for governance: case study on; description of; identifying need for; identifying providers of; Lyons-Bateson References Model to build situational intelligence

The Coaching for Leadership

Case Study Workbook: Featuring Dr. Fink’s Leadership Casebook (Lyons)

Coaching for Leadership (McArthur)

Coaching goals: coaching for governance with agenda for change; helping relationship to reach; personal vs. career development; SMART; when coaching men; when coaching women

Coaching in Organizations (Blanchard and Miller)

Coaching men: identifying stumbling blocks when; primary goal when; stepping up when; the vision thing when. See also Coaching women; Gender differences

Coaching models: Behavior Engineering Model (BEM); Realise2 4M Model; Six Points of Influence Model for Transformational Change; strategic coaching model; 3S-P Model. See also Theory

Coaching process: identifying performance gap and cause analysis during; leading with PROBE questions during the

Coaching questions: for boss coaching; PROBE

Coaching relationship: client status as factor in; coach’s researcher role in; importance of developing the; initiated by the “boss,”; initiated by the individual; personal vs. development coaching goal and; reaching goals by creating a helping; three different roles played by consultants in

Coaching scene: dialogue during the; observing the typical

Coaching tools: Executive Coaching Guide; Leadership Point of View (LPoV); Leadership Practices Inventory (LPI); The Purpose Checkup; Relationship Mapping

Coaching women: leadership presence development; leveraging support when; primary goal when; “rhythm of renewal” technique for; the vision thing when. See also Coaching men; Gender differences; High-potential women

Coca-Cola Company

Coca-Cola’s Bottling Investment Group

Codianni, T.

Cohan, W. D.

Collective intelligence (CI)

Collins, J.

Community Christmas Center

Competencies: collective intelligence (CI); emotional intelligence (EI); as leadership presence aspect; Microsoft leadership; relational intelligence (RI); situational intelligence. See also Capability

Confidence: Humble Hi-Po issue of; as leadership presence aspect

Confucius

Connolly, M.

Consultants. See Coaches

The Corporate Culture Survival Guide (Schein)

Covey, S.

Credibility: as foundation of leadership; as leadership presence aspect

Credibility: How Leaders Gain It and Lose It, Why People Demand It (Kouzes and Posner)

CRIC economies

Crowell, B.

Csikzsentmihalyi, M.

Dalai Lama

Dante

Davies, R.

DEC Is Dea: Long Live DEC: The Lasting Legacy of Digital Equipment Corporation (Schein)

Decision makers: lack of knowledge on how to influence; strategies for influencing

Deng Ziaoping

Digital Equipment Corporation

DISC

Diversity: definition of; Empowerment Coaching in arena of; Executive Coaching in arena of

Diversity-capable

Diversity-challenged

Diversity management: definition of; Strategic Diversity Management Process (SDMP) approach to

Diversity mature individual

Diversity mature organization

Diversity maturity

Diversity tension

Divine Comedy (Dante)

Dolev, J. C.

Dreams from My Father (Obama)

Drucker Foundation/Leader to Leader Institute

Drucker, P.

DWYSYWD (Do What You Say You Will Do)

Dylan, B.

Eagle Strategies

East Asia Research Institute

Economic Time (India)

“Education for Life” career model

The Effective Executive (Drucker)

Eight-foot rule

Eli Lilly

Elon Law School: Individual Development Plan (IDP) of students at; leadership development program at; practical lessons learned from; SMART goal setting used at; written reflections by students at

Emotional intelligence (EI)

Employee engagement: coaching for; financial rewards of; importance of promoting

Employees: knowledge work by; me versus them mindset of. See also Executives; Hi-potentials

Empowerment Coaching: challenges to; in the sports arena; Strategic Diversity Management Process (SDMP) for diversity; Triangle Offense example of; viability of

Empowerment Management: as critical to organization; Empowerment Coaching for achieving

Encouraging the Heart (Kouzes and Posner)

Engagement coaching: examples of implementations for; issues to consider for; organizational benefits of; performance conversations vs. engagement conversations; process for; where to start with

Ethics violations

Eurozone

Executive coaching: in the diversity arena; in the sports arena

Executive coaching for Results: The Definitive Guide to Developing Organizational Leaders (Underhill)

Executive Coaching Guide: for assessing readiness and leadership style; description of; illustrated diagram of

“Executive presence,”

Executives: adopting education model by learning; how coaching allows engagement in development; qualifying for behavioral coaching; striving for success through coaching. See also Clients; Employees

Expert coaching

Facebook

Fast Company magazine

Feedforward process: applications and benefits of using the; eleven reasons to try; exercise for learning to accept the; Microsoft’s Coaching Action Plan (CAP) use of; for moving up by executives

“Feel Good” traps

The Female Advantage: Women’s Ways of Leadership (Helgesen)

The Female Vision: Women’s Real Power at Work (Helgesen, Johnson, and Goldsmith)

Fernandez-Araoz, C.

Finan, I.

Financial meltdown (2008)

Fixed mindset curse

Flattery

Forbes, M.

Forbes Magazines

Franck, F.

Frankl, V.

Friedman, T.

Fundamental attribution error (FAE)

Garcea, N.

Gardner, H.

Gender differences: in approach to relationship building; awareness coaching for men; awareness coaching for women; fundamental attribution error (FAE) and; in how brain processes information; in how networks are used; Humble Hi-Po and; leadership presence and; in valuing expertise. See also Coaching men; Coaching women

Generation Y: case study of the “Triceratops,”; inviting them into the boardroom; lost graduates without employment; motivated by non-economic rewards and searching for meaning; Tel Aviv youth protest (2011); what can be done to help the workforce of; wish list of the

Gilbert, T.

Girl Scouts of the USA

Global economy: China’s share of the; financial meltdown (2008) of the; fundamental challenges and opportunities in the; Hong Kong perspective of leading across national boundaries; research and development boosting China’s position in. See also Multinationals

Global Institute for Leadership Development (Linkage Inc.)

Globally Responsible Leadership Initiative (GRLI)

“Golden mean,”

Goldsmith, M.

Good to Great (Collins)

Governance: case study on coaching for; coaching in context of; Generation Y invited into process of; identifying need for coaching for; identifying providers of coaching for; Lyons-Bateson References Model on coaching for situational intelligence. See also Organizations

Grantham, C.

Great Recession (2008–2009)

Greenleaf, R. K.

“Groupthink,”

Growth mindset

Gung Ho! (Blanchard)

Halal, W. E.

Hamel, G.

Hard-Wired Hi-Po: description of; Realise2 4M Model used for coaching

Hard-Working Hi-Po: description of; Realise2 4M Model used for coaching

Harvard Business Review

Hedly, C.

Heidrick & Struggles

Helgesen, S.

Helping coaching relationship

Hersey, P.

Hesselbein, F.

Hesselbein on Leadership (Hesselbein)

“Hi-Po Paradox”: description of; development capability issue of; position capability issue of; transition capability issue of; triple threat leading to

Hi-potentials: circular nature of mentoring; coaching for team-building with; coaching future lawyer-leaders case study; economic importance of keeping; engagement coaching for; Hard-Wired; Hard-Working; “Hi-Po Paradox” of hiring; Humble; Microsoft’s commitment to development of; Realise2 4M Model for helping; “Realizing the Full Potential of Rising Talent” study (CLC) on; Situational Leadership Model for assessing Performance Readiness of; 3S-P Model for helping. See also Employees

High-potential leaders: addressing and resolving issues that matter; articulating common purpose; building emotional, relational, and collective intelligence; knowing that one size does not fit all; leading in the “Now and the New,”; managing critical intersections; navigating through tough times; needed for great teams; understanding the collective self-knowledge of. See also C-level; Leaders

High-potential women: ascending the corporate ladder; call to action for; Humble Hi-Po profile of; Six Points of Influence Model for Transformational Change for coaching. See also Coaching women

Hillel, Rabbi

Hock, D.

Hogan Suite

Homer

Hong Kong is a Special Administrative Region (HKSAR) [China]

Hughes, R.

Human Competence: Engineering Worthy Performance (Gilbert)

Human Resource Executive

Humble Hi-Po: description of; Realise2 4M Model used for coaching

Hybrid coach

Individual Development Plan (IDP) [Elon Law School]

Institute for Management Studies

Institute of Executive Development

International Management Council

International Monetary Fund (IMF)

International Society for Performance Improvement (ISPI)

The Inventure Group

Jackson, J.

Jackson, P.

“A Job for Life” career model

Johnson, J.

Johnson, J. K.

Jordan, M.

Journal of the Society for Organizational Learning

Kabu, R.

Kawasaki, G.

Kaye, B.

The Ken Blanchard Companies

Kennedy, J. F.

Kloppers, M.

Knowledge networks

Knowledge workers

Kodak

Kouzes, J. M.

Krieger, D.

Krishnan, M. S.

Kwai, T. H.

Lawyer-leaders coaching: Elon Law School’s leadership development program for; Individual Development Plan (IDP) by future; practical lessons learned from; SMART approach to goal setting sued with

Lead by Example: 50 Ways Great Leaders Inspire Results (Baldoni)

Lead with Purpose: Give Your Organization a Reason to Believe in Itself (Baldoni)

Lead Your Boss: The Subtle Art of Managing Up (Baldoni)

Leader to leader Institute

Leader to Leader Journal

Leaders: capacity to build and sustain relationships; emotional intelligence (EI) of; relational intelligence (RI) of. See also High-potential leaders; Senior leaders

Leadership: challenges associated with; effects of coaching on; the great trade-off illusion of strategy vs. philanthropy; as a journey; a leadership of possibility type of; need for caring as part of; “Now and the New,”; purpose component of; situational; strategic coaching for transforming

The Leadership Challenge (Kouzes and Posner)

The Leadership Challenge Workbook (Kouzes and Posner)

The Leadership Engine (Tichy)

Leadership Gurus International

Leadership insight: asking the right questions on leadership; aspiring to leadership that matters; capturing image of your best leadership moments; coming back to your unique perspective; “fierce urgency of now” for; seeking wisdom through reflection; sources of wisdom for leadership; “still life” as invitation to reflect on leadership

Leadership Insight (journal)

Leadership of possibility

Leadership Point of View (LPoV): coaching application of; description of; process of using

Leadership Practices Inventory (LPI) [Kouzes and Posner]

Leadership presence: accomplishing purpose and role of; aspects of; coaching for; creating “followership” using; how leaders can practice implementing; a note on gender and; perception of; things to do to develop your; vocalization component of; why it matters

Leadership style: Executive Coaching Guide for matching readiness and; matching readiness levels to

Leadership writing: developing the skills and technique required for; scope and range of; tips on effective; what you want to share through; where to start with your

Leading News

Leading Organizational Learning (Morgan)

Learning: coach research role facilitating client’s; equifinality concept on permitting variety of approaches to; fixed mindset as anathema to; organizational culture focused on; theory used for. See also Clients

Learning cultures

“Learning for Life” model

Learning organization

Lee, H.

Leider, R. J.

The Levin Group

Levin, L. S.

Levy Innovation

Levy, M.

Lin, Y.

Linkage Inc.

Linley, P. A.

Loehr, J.

The (London) Times

Love ’Em or Lose ’Em: Getting Good People to Stay (Kaye)

Love It, Don’t Leave It: 26 Ways to Get What You Want at Work (Kaye)

Lovins, A.

Lyons-Bateson References Model

Lyons, L. S.

Lyons, N.

Management of Organizational Behavior (Hersey, Blanchard, and Johnson)

Man’s Search for Meaning (Frankl)

Marshall Goldsmith Group

Mathas, T.

Mau, B.

McArthur, S.

McKinsey’s 2010 report on women

McMahon, B.

Me versus them mindset

Meaning: Generation Y motivated by; importance of. See also Purpose

Men. See Coaching men

Mentoring: circular nature of; comparing coaching and; Girl Scouts of the USA use of. See also Coaching

Meyers Briggs Type Indicator (MBTI)

Microsoft: aligning high-potential development decision at; commitment to learning and development by; high-potential development experience at

Microsoft Bench Leaders Building Leaders program: coaching and mentoring through; description of; five development components of; five drivers of accelerating development for high-potentials; high-potential identification; Microsoft leadership competencies used in; MS bench tiers

Microsoft’s Bench coaching: coach selection and orientation; Coaching Action Plan (CAP) process for; international Coaching Forum held for; key stakeholder roles for; leadership effectiveness improvement through; measuring results of; overview of; participant-coach matching; roles and responsibilities for; sample coaching timeline

Miles, S. A.

Miller, L.

Mindset: curse of the fixed; growth; me versus them

Mintzberg, H.

MOJO: How to Get It, How to Keep It, and How to Get It Back When You Lose It (Goldsmith)

Money and Power: How Goldman Sachs Came to Rule the World (Cohan)

Morgan, H.

Motivational Monday morning e-messages

Multinationals: global integration of; global market created by; Hong Kong perspective of leading across national boundaries. See also Global economy

Mutual of America Life Insurance Company

My Life in Leadership (Hesselbein)

The Myth of the Global Corporation (Kwai)

Nass, C.

Needham, J.

Networks: gender differences in uses of; knowledge; peer coaching on creating outside; purpose; relationship; trust. See also Relationships

The New Age of Innovation: Driving Co-Created Value through Global Networks (Prahalad and Krishnan)

New York Life

Newton, Sir I.

“Now and the New” leading

Now, Build a Great Business! (Thompson)

NYLIFE Securities

Obama, B.

“One Country, Two Systems” concept

The One Minute Manager (Blanchard)

Organizational Culture and Leadership (Schein)

Organizational Psychology (Schein)

Organizations: aligning coaching with needs of; consequences of ethics violations by; diversity mature; external and internal work relationships in; learning cultures of; Susan’s story on handling politics of. See also Governance

Oxford Handbook of Positive Psychology and Work (Linley and Garcea)

Palmer, P.

Palumbo, D.

Peer coaching: inside the organization; outside the organization

Pennsylvania Penn Laurel Girl Scout Council

Performance gap: causes analysis of; identifying the; 3S-P Model for overcoming the

Performance Readiness assessment

Perkin-Elmer

Personal leader brand coaching

Philanthropy vs. strategy trade-off illusion

Picasso, P.

PIGS problem

Plato

Positive Psychology in Practice (Linley)

Posner, B. Z.

The Power of Purpose (Leider)

Prahalad, C. K.

PROBE questions: on capacity; on incentives; on information; on knowledge and skills; on motives; origins and functions of; on resources

Process Consultation Revisited (Schein)

Proctor & Gamble

Pronesis

Public Allies

Purpose: beliefs about nature of; caring relationship to; Generation Y motivated by; identifying your own personal; importance of meaning and; leadership presence role in accomplishing; as ultimate test for leadership. See also Meaning

The Purpose Checkup

The Purpose-Driven Life (Warren)

Purpose networks

QE2 policy (Federal Reserve)

Raving Fans (Blanchard)

Readiness levels. See Client readiness levels

Reagan, R.

Realise2 4M Model: coaching Hi-Pos with the; overview and characteristics of

Realise2 Team Profile

“Realizing the Full Potential of Rising Talent” study (CLC)

Relational intelligence (RI)

Relationship building: caring as center of; coaching for team-building; eight-foot rule for; expecting the best for; gender differences in approach to; set the example for; setting clear standards for; strategies for engaging employees and

Relationship Mapping tool: creating action plans with; how to use the

Relationship networks

Relationships: leader capacity to build and sustain; strategies for building. See also Networks

Repacking Your Bags (Leider)

Requirements Driven

“Rhythm of renewal,”

Rich description

Riding Shotgun: The Role of the Chief Operating Officer (Bennett and Miles)

Roberts, L. M.

Roosevelt Thomas Consulting & Training, Inc.

Rumi

Sarhatt, T.

Save the Children

Sbarcea, K.

Schein, E. H.

Schwartz, T.

Science and Civilization in China (Needham)

SDMP mastery

Self-coaching

Senior leaders: actions for accelerating success by; definition of; feedforward process benefits for; how they navigate their promotions. See also Leaders

Servant Leadership (Greenleaf)

The 7 Habits of Highly Effective People (Covey)

Sharma, G.

Siemens

Situational intelligence: description of; Lyons-Bateson References Model for building

Situational leadership: description and benefits of; situational intelligence of

Situational Leadership model: for assessing Performance Readiness of Hi-Po leader; Executive Coaching Guide derived from; illustrated diagram of; matching leadership style to client readiness

Six Points of Influence Model for Transformational Change: used to accelerate the Hi-Po’s career path; call to action for applying the; case illustrations of the; for coaching Hi-Po women; defining the six points of influence

SMART goal setting

Socrates

Spiegelman, P.

Stakeholders: behavioral coaching involvement of key; as external and internal organization agents

Straightline Coaching

Strategic coaching model: aligning coaching and needs of organization; as blueprint for successful coaching; illustrated diagram of; replacing manual with knowledge work; transforming leadership component of; what to expect from strategic results-focused coaching

Strategic Diversity Management Process (SDMP): challenges to; Empowerment Coaching using the; initial steps of using the; SDMP mastery of; viability of Empowerment Coaching using the

Strategic Pragmatism (Schein)

Strategy: aligning coaching and organizational; changing relationship between education and work; trade-off illusion of philanthropy vs.

The Strengths Book (Linley)

Success Built to Last (Thompson and Buell-Thompson)

Sunnyvale Community Services (SCS)

Systems change agent

Taurel, S.

Taylor, J.

Team building coaching: benefits and need for; sample mini-survey to use during; steps in the process of; why the process works

Teams: developing the high-potential leader of a top; Realise2 Team Profile of high-performing; top versus high performance

Technology’s Promise: Expert Knowledge on the Transformation of Business and Society (Halal)

Theoretical foundations: of rich description; of thinking deeply; of thinking in a corporate setting

Theory: coaching approached by using; learning by. See also Coaching models

Therapy-focused coaching

Theresa, Mother

Thomas, R. R., Jr.

Thompson, M. C.

3Rs (responsibility, reliability, responsiveness)

360-degree feedback: feedforward process superiority over; reluctance to provide negative feedback in

Tichy, N.

Tivol, N.

To Kill a Mockingbird (Lee)

Tonge, C.

Top Teaming: A Roadmap for Teams Navigating the Now, the New, and the Next (Levin)

Top Teaming Assessment

Top teams: addressing and resolving issues that matter in; building emotional, relational, and collective intelligence of; great leaders needed by; high performance versus; managing critical intersections; navigating through tough times; “Now and the New” leadership of; one size does not fit all for leading; understanding the collective self-knowledge of; uniting common purpose

Toshiba America

Triange Offense

The Triceratops. See Generation Y

Trichet, J.-C.

Trust: fundamental attribution error (FAE) and; 3Rs (responsibility, reliability, responsiveness) for building

Trust networks

Ulrich, D.

Underhill, B. O.

Universal decision-making process

Universal principles

Up Is Not the Only Way (Kaye)

U.S. Department of Labor

Value: how to approach doubling your; as a perception

Value proposition: being known as strategy for; branding yourself for; building trust for; capitalizing on your interest and ability for; continuous improvement for; creating a place for your goal to success for; knowing what your client values for; knowing who your clients value for; three Ps to success and

Vanselow, A.

Vision: coaching men and issue of; coaching women and issue of

Volunteer Language Bank

The Wall Street Journal

Wallis, S.

War and Peace Between America and China: How Solving the Taiwan Problem Can Lead to A Pacific Century (Kwai)

Warren, R.

Watkins, M.

The Web of Inclusion: A New Architecture for Building Great Organizations (Helgesen)

Webber, A.

What Got You Here Won’t Get You There (Goldsmith)

Wheeler, P.

White, E. B.

Whyte, D.

Wolfe, T.

Women. See Coaching women; High-potential women

Work: changing relationship between education and; replacing manual with knowledge

Workforce: Baby Boomer fallout; the Generation Y

World Class Diversity Management: A Strategic Approach (Thomas)

World Success Survey

Xerox

Your Career Game: How Game Theory Can Help You Achieve Your Professional Goals (Bennett and Miles)

Zehnder, E.

Zuckerberg, M.