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Index
Cover
Contents
Title
Copyright
Foreword
Dedication
Preface to the Third Edition
Preface to the Second Edition
Preface to the First Edition
Acknowledgments
About the Editors
Part I: Foundations of Coaching
Chapter 1: Coaching for Behavioral Change
Our “Pay for Results” Executive Coaching Process
Qualifying the Coaching Client
Involving Key Stakeholders
Steps in the Leadership Coaching Process
The Value of Behavioral Coaching for Executives
Chapter 2: Coaching at the Heart of Strategy
Observing the Coaching Scene
The Learning Executive
Striving for Success
Coaching in Practice
External and Internal Agents
A Blueprint for Success
Chapter 3: Situational Leadership and Executive Coaching
Situational Leadership
The Executive Coaching Guide
Performance Gap and Cause Analysis
Leading with Questions
Summary
Chapter 4: Coaching and Consultation Revisited: Are They the Same?
Who Initiates the Coaching Relationship?
Who Is Being Coached?
In What Role Is the Client Being Coached?
What Is the Actual Goal of the Coaching?
Conclusion
Chapter 5: Demystifying the Coaching Mystique
What Can I Expect from My Coaching Experience?
To Whom Can I Turn for My Coaching?
Conclusion
Part II: Portrait of A Leader
Chapter 6: The Accomplished Leader
A Clear Focus on Coaching
Requisite Variety
Thinking Like a Theorist
Learning by Theory
Susan’s Story
Systems Change Agent
Theoretical Foundations
Acting Like a Researcher
The Hybrid Coach
Chapter 7: Writing for Leadership: Penning Your Leadership Voice
Where Do I Start?
Music to Their Ears or Scratching Nails Across a Chalkboard?
Conclusion
Chapter 8: Seeking Value in a Shattered World of Work
Generation Why
Talking About My Generation
Chapter 9: The Right Stuff of Leadership
Why Presence Matters
Coaching for Leadership Presence
How Leaders Can Practice Implementing Leadership Presence
Perception of Presence
A Note on Gender
Presence to Purpose
Creating “Followership”
Things to Do to Develop Your Presence
Chapter 10: The Purposeful Leader: A Purpose Checkup
Meaning Matters
“What Gets You up in the Morning?”
The Ultimate Test for Leadership: Success with Fulfillment
Chapter 11: When Leaders Are Coaches
Set Clear Standards
Expect the Best
Set the Example
It’s About Caring
Part III: Challenges and Forces of Change
Chapter 12: Awareness Coaching for Men and Women
Coaching Women
Coaching Men
Chapter 13: Coaching to Empower
Coaching in the Sports Arena
Coaching in the Diversity Arena
The Viability of Empowerment Coaching
Initial Steps
Chapter 14: Leading Across National Boundaries
Chapter 15: Coaching for Governance
The Stormy Seas of Business Leadership
Tough at the Top
The Governance Context
Coaching for Governance
Identifying Need
Identifying Providers
Chapter 16: Leadership Insight: Going Beyond the Dehydrated Language of Management
A Leadership of Possibility
Leadership Insight: Seeking Wisdom Through Reflection
Aspiring to Leadership That Matters
Reflection: Coming Back to Your Unique Perspective
Sources of Wisdom
Painting Leadership: Going Beyond the Dehydrated Language of Management
Still Life: An Invitation to Reflect
Reality in Translation: Asking the Right Questions
The Fierce Urgency of Now
Part IV: Recognizing and Developing High-Potentials
Chapter 17: Coaching for Engagement and Retention
Chapter 18: Coaching Future Lawyer-Leaders: A Case Study
Elon’s Leadership Development Program
Chapter 19: Team Building Without Time Wasting
Steps in the Process
Why This Process Works
Chapter 20: Leaders Building Leaders: High-Potential Development and Executive Coaching at Microsoft
What Led Microsoft to Make the Change
Microsoft Bench Leaders Building Leaders—The New High-Potential Development Experience
Coaching as a Primary Development Component for Hi-Po Development at Microsoft
Conclusion
Chapter 21: The Care and Feeding of Hi-Po Leaders
The Hi-Po Paradox
Hamlet for Hi-Pos: Its Relevance and Relationship to Situational Leadership®
Meeting Them Where They Are
Chapter 22: Mentoring Is Circular
Part V: Into Action
Chapter 23: Effectively Influencing Decision Makers: Ensuring That Your Knowledge Makes a Difference
Chapter 24: From the FastForward Playbook: Successfully Transition into Bigger Roles
Moving Up: What Matters Most
The Leader’s Journey
Accelerating Success in New Roles: Actions You Can Take
Chapter 25: Strength in Numbers: The Advantage of Being a Top Team
Top Teams Versus High Performance Teams
Developing the High-Potential Leader
Chapter 26: Double Your Value
Chapter 27: Creating Winners in the Career Game: What Every Player and Coach Needs to Know
The Moves That Matter Most
Now the Next Move
Part VI: Coaching Models and Tools
Chapter 28: Coaching Tools for the Leadership Journey
Leadership Is a Journey
The Relationship Mapping Tool
The Leadership Point of View
An Inspirational Leader
Chapter 29: Try FeedForward Instead of Feedback
Eleven Reasons to Try Feed Forward
Chapter 30: Three Types of Hi-Po and the Realise2 4M Model: Coaching at the Intersection of Strengths, Strategy, and Situation
The Hard-Wired Hi-Po
The Hard-Working Hi-Po
The Humble Hi-Po
Helping the Hi-Pos: The Realise2 Strengths Model
Coaching Hi-Pos with the Realise2 4M Model
The 3S-P Model: Performance at the Intersection of Strengths, Strategy, and Situation
Chapter 31: Coaching High-Potential Women: Using the Six Points of Influence Model for Transformational Change
Ascending the Corporate Ladder
The Six Points of Influence Model for Transformational Change
Getting Started with the Six Points of Influence
Case Illustrations of the Six Points Model at Work
Conclusion
A Call to Action
Part VII: Coaching For Leadership—Premium Web Content
Index
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