[Dummies 01] • Business Coaching and Mentoring For Dummies, 1 by Taylor, Marie -- Read -- Imperial Library of Trantor

Index

Cover Title Page Table of Contents Introduction

About This Book Foolish Assumptions Icons Used in This Book Beyond the Book Where to Go from Here

Part I: Getting Started with Business Coaching and Mentoring

Chapter 1: Navigating the World of Coaching and Mentoring

Spotlighting the Business Benefits of Coaching and Mentoring Defining Coaching and Mentoring Distinguishing Business Coaching from Other Types of Coaching Equipping Yourself to Help Other People in the Business Context Being on the Other Side as Coachee or Mentee Understanding Professional Requirements

Chapter 2: Presenting a Compelling Case for Coaching and Mentoring

Taking the Role of Educator Valuing Third-Party Observation in Business Identifying the Client’s Return on Investment Stretching the Budget Adding Value by Training Leaders in Coaching and Mentoring Skills

Chapter 3: Assessing Clients’ Needs before Coaching

Creating Programs to Deliver Coaching and Mentoring in Organisations Coaching Wannabe Business Owners and Start-ups Helping the Family-Owned Business Survive and Thrive Developing Intrapreneurs within Organisations Working with the Socially Oriented Business

Chapter 4: Developing the Skills and Knowledge Base of a Coach and Mentor

Coaching and Mentoring Are Not One and the Same Coaching and Mentoring Skills Structuring a Client Session Using Models in Coaching and Mentoring Working in Particular Circumstances

Part II: Coaching and Mentoring to Get a Business on the Right Track

Chapter 5: Coaching Clients through Their Blind Spots

Pre-framing the Coaching Conversation Breaking Down Common Barriers Dealing with Roles and Perceptions that Contribute to Blindness Diffusing Dramas that Impede Clear Vision Shining a Light on Incongruency

Chapter 6: Telling a Compelling Story in Business

Understanding the Value of the Business Story Helping the Client Create the Basic Story Distinguishing Fact from Opinion Giving Feedback on the Business Story

Chapter 7: Mentoring to Assess Business without Rose-tinted Spectacles

Testing the Foundations of the Business Applying Strategic Thinking Making the Complicated Simple Determining Where the Best Mentoring Work Begins and Ends Developing Trust and Honest Appraisal through Feedback Learning from the Spectacular Success of Others Mentoring Inside a Small Organisation

Chapter 8: Developing Vision, Mission and Values Using Simple Coaching Methods

Aligning Who You Are with the Business You’re In Revealing What’s Really Important Helping a Business Create Operating Values Designing an Inspiring Vision with the Logical Levels Model Communicating the Vision Examples of Mission and Vision Statements

Chapter 9: Coaching to Transform Visions into Workable Plans

Creating a Plan Fit for Purpose Resourcing the Plan Actioning and Reviewing the Plan

Part III: Tools to Develop the Business Leader’s Mind-set

Chapter 10: Managing the Inner World of Thoughts and Emotions

Understanding How Humans Think Choosing the Most Appropriate State in the Moment Changing Internal Self-Talk Making Mind Pictures That Matter Changing the Internal World by External Means

Chapter 11: Helping Leaders Recognise ‘I Did It My Way’ Isn’t the Best Epitaph

Recognising that Inflexibility Sometimes Leads to Extinction Being Willing to Ask for Help When Out of Your Depth Deploying the Right Thinking to the Right Problem Developing Alternative Perspectives

Chapter 12: Mentoring for Personal Success and Empowering Leadership

Being a Great Leadership Mentor Challenging the Delusions of What It Means to Be Successful Exploring the True Nature of Success Dealing with the ‘I Should’ or ‘I Ought to’ Traps of Success Identifying the Common Qualities of Great Leaders Allowing Others to Lead While You Follow

Part IV: Creating a Successful Business Identity with the Support of a Coach

Chapter 13: Developing the Brand of You

Enter Personal Branding Defining How Brands Work When They Work Well Building a Brand on Purpose Looking in the Mirror of Self-Critique Presenting Yourself with Style and Substance Recognising When Incongruence Strikes Valuing What You Have to Offer Promoting Yourself with Shameless Humility Lighting Up the Room When You Walk In, Not When You Walk Out Leaving a Legacy Footprint Remembering that You Have No Sell-By Date

Chapter 14: Developing Relationships at All Levels

Establishing a Successful Relationship with Yourself Establishing the Baseline Working on Yourself Maintaining Client Relationships Managing Stakeholder and Sponsor Relationships Building Synergistic Collaboration Networking Is a Deposit in the Karmic Bank Building Trust and Rebuilding Broken Trust Having the Courage to Let Go

Chapter 15: Coaching to Help Business Engage, Inform and Influence

Understanding the Importance of Effective Communication Communicating Quicker Than the Speed of Conscious Thought Understanding Why People Say Yes If You Have the Need to Influence, You Get to Do All the Work Navigating the Political Landscape Ethically Influencing and Persuading for Results It Takes Two to Influence If You Aren’t Getting the Desired Results, Change Your Communication

Part V: The Part of Tens

Chapter 16: Ten or So Online Resources to Boost Coaching and Mentoring Effectiveness

Resourcing You Online Business Reading Lists iTunes University YouTube Podcasts Blogs Ted Talks Twitter Facebook

Chapter 17: Ten Ways to Overcome Objections and Change Opinions

Preventing Objections Butting Out the Buts and Adding in the Ands Appreciating a Different Point of View Softening the Questions Reframing the Conversation Understanding the Intention Realising the Consequences Making Objections Personal Remembering a Story Provoking a Response

Chapter 18: Ten Tips for Leaders Who Coach or Mentor People in Business

Develop Talent in Those You Lead Sell More than Tell Name the Elephant before Eating It Get Good at Asking Questions Speak in Specifics and Minding Your Language Recognise the Value of Slowing Down or Shutting Up Appreciate Differences to Be a Difference Maker Create the Optimum Conditions to Coach at a Distance Support Your People during Change Educate Yourself about the Business

Chapter 19: Ten Questions to Keep a Business on Track

What Would We Create If Anything Was Possible? Why Are We Doing This? What Would Richard Branson Do Now? What Is a Better Way? Are We Still the Right People to Be Doing This? Are We Busy Being Busy? What Can We Do to Optimise or Streamline? Are We Going in the Right Direction? What Do We Need to Stop Doing? Are We All Still on the Same Page?

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