The Coaches' Handbook : The Complete Practitioner Guide for Professional Coaches.

Cover -- Half Title -- Series Page -- Title Page -- Copyright Page -- Table of Contents -- Editor's bio -- Contributors' bios -- Section 1 Coaching context -- Chapter 1 Coaching defined and explored -- Introduction -- What is coaching? -- The roots of coaching? -- How does coaching compare with other interventions? -- Defining coaching -- Specialist approaches to coaching -- The continued growth and adaptation of coaching -- Developing your definition -- Conclusion -- References -- Chapter 2 The business case for coaching -- Introduction -- The growth of coaching -- Common coaching goals -- Affective outcomes as the focus in coaching -- Cognitive outcomes as the focus in coaching -- Skill-based outcomes as the focus in coaching -- Results outcomes as the focus of coaching -- Does coaching work? Assessing the coaching effectiveness evidence -- Evidence that coaching can produce change at the affective outcome level -- Evidence that coaching can produce change at the cognitive outcome level -- Evidence that coaching can produce change at the skill-based outcome level -- Evidence that coaching can produce change at the results outcome level -- Conclusion -- References -- Chapter 3 Developing a coaching culture in your organisation -- Introduction -- What do we mean by 'organisational culture'? -- The old-style approach to coaching -- The benefits of building a coaching culture -- Organisational snapshot - JK Organisation, India -- Benefits at the individual coaching dimension: -- Benefits at the team and group coaching dimensions: -- Benefits at the organisational coaching dimension: -- Benefits of coaching beyond the organisation and into the distributed networks: -- The LEAD coaching framework -- Zone 1 - Leaders - Managing access to external coaches -- Zone 2: Everyone - Access to internal coaches.

Organisational snapshot - CareSource, Ohio, USA -- Zone 3: Approach - Coaching is the default leadership style -- Zone 4: Distributed - Coaching across organisational boundaries -- Organisational snapshot - Rentokil Initial, UK -- Twelve steps to developing a coaching culture -- Conclusion -- References -- Section 2 Understanding yourself and your clients -- Chapter 4 Understanding yourself as a coach -- Introduction -- The nature of self in a nutshell: A precursor for self-understanding -- Level 1: Self-inventory -- Level 2: Self as an instrument -- Level 3: Fully professional self -- Conclusion -- References -- Chapter 5 Understanding your clients -- Introduction -- Starting out -- A word of caution -- Developing our ability to understand: A golden opportunity -- Understanding how your client feels about you -- How can you communicate your interest and openness? -- Understanding their "model of change" -- Using their words -- Understanding their "resistance" -- Staying close: Little questions and feedback forms -- Conclusion -- References -- Chapter 6 Non-violent communication -- Introduction -- A brief overview of non-violent communication -- First principle: Separating our observations from our responses -- Second principle: Identifying and expressing feelings -- Principle Three: Seeing needs behind behaviours and communications -- Principle Four: Making and receiving requests with empathy -- Appreciation -- Conclusion -- References -- Chapter 7 Understanding the coaching relationship -- Introduction -- Why has the relationship become so figural? -- Relational coaching -- Relational coaching in practice -- Caveat: Relational yet flexible -- Relational style -- Conclusion -- References -- Section 3 Core coaching skills -- Chapter 8 Goal-setting in coaching -- Introduction -- Traditional goal-setting practice.

A challenge to traditional goal-setting -- Factors that impact goal-setting in coaching -- Broadening goal-setting in coaching -- Conclusion -- References -- Chapter 9 Questions in coaching -- Introduction -- How questions work -- Choosing the type of question -- Powerful questions -- Helping the client build their skills of self-questioning -- Common errors in questioning -- Avoiding the "tyranny of the question" -- Conclusion -- Note -- References -- Chapter 10 Listening in coaching -- Introduction -- What is good listening? -- Why does listening matter in coaching? -- What gets in the way of good listening? -- Mode 1: Attention -- Mode 2: Inquiry -- Mode 3: Observation and non-verbal communication -- Mode 4: Resonance: Using yourself as a listener -- Developing as a listener -- References -- Chapter 11 Affirmations, reflections and summaries in coaching -- Introduction -- Affirmations -- Reflections -- Summaries -- Conclusion -- References -- Chapter 12 Tools and techniques in coaching -- Introduction -- What are coaching tools and techniques? -- How can tools and techniques help in coaching? -- What are the risks of using tools and techniques? -- Conclusion -- References -- Chapter 13 Silence in coaching -- Introduction -- How is silence treated outside of coaching? -- Two examples from practice -- A silent vignette from a facilitated session with a master's group studying coaching -- Discussion -- Conclusions -- References -- Chapter 14 Using emotions in coaching -- Introduction -- History -- The challenge -- Emotions -- The path for the coach -- Approaches to working with emotions -- Conclusion -- References -- Chapter 15 Balancing challenge and support in coaching -- Introduction -- The value of challenge -- The evolution of coaching -- Support and challenge -- What is challenge? -- How to challenge -- Conclusion -- References.

Section 4 Coaching approaches -- Chapter 16 The universal eclectic model of executive coaching -- Introduction -- The Universal Eclectic Model -- What makes an activity eligible for inclusion? -- How does the coach select the right tool for the job? -- What are the benefits of an eclectic approach? -- What are the risks of an eclectic approach? -- How can we get the best from the Universal Eclectic Model? -- From theory to practice: A short case study -- Conclusion -- References -- Chapter 17 Behavioural coaching: The GROW model -- Introduction -- The GROW model explained -- Behavioural coaching theory and research -- GROW in practice -- Tools and techniques -- When does GROW work best? -- Ten useful questions for GROW coaches -- Conclusion -- References -- Chapter 18 Person-centred coaching -- Introduction -- Person-centred coaching explained -- Person-centred coaching theory and research -- Person-centred coaching practice -- Tools and techniques -- Ten useful person-centred coaching questions -- Conclusion -- Note -- References -- Chapter 19 Solution-focused coaching -- Introduction -- Solution-focused coaching explained -- Solution-focused coaching theory and research -- Solution-focused coaching in practice -- Phases of the OSCAR model -- Tools and techniques -- The coaching agreement -- Structuring the coaching session -- Oscillation -- The miracle question -- When stuck -- Seeking exceptions -- When does solution-focused coaching work best? -- Ten useful questions for the solution-focused coach -- Conclusion -- References -- Chapter 20 Cognitive-behavioural coaching -- Introduction -- The cognitive-behavioural approach explained -- The "ABC" model -- The hot cross bun model -- Cognitive-behavioural coaching theory and research -- Cognitive-behavioural coaching in practice -- Tools and techniques -- Functional Analysis.

Identifying "thinking errors" -- Behavioural experiments -- Attention training and switching the focus of attention -- When does cognitive-behavioural coaching work best? -- Ten useful questions for cognitive-behavioural coaches -- Conclusion -- References -- Chapter 21 Gestalt coaching -- Introduction -- Gestalt coaching explained -- Gestalt coaching theory and research -- Paradox Theory of change and resistance -- Gestalt coaching in practice -- Tools and techniques -- When does Gestalt work best? -- Ten useful question for Gestalt coaches -- Conclusion -- References -- Chapter 22 Systems-Psychodynamic coaching -- Introduction -- The psychodynamic approach explained -- Psychodynamic coaching theory and research -- Psychodynamic coaching in practice -- Tools and techniques -- Narrative techniques -- When does a psychodynamic approach work best? -- Ten useful questions for psychodynamic coaches -- Conclusions -- References -- Chapter 23 Neuroscience coaching -- Introduction -- The neuroscience coaching approach explained -- Neuroscience coaching theory and research -- Neuroscience coaching practice -- When does neuroscience coaching work best? -- Tools and techniques -- Ten useful questions for neuroscience coaches -- Conclusion -- References -- Chapter 24 Narrative coaching -- Introduction -- Narrative coaching explained -- Narrative coaching theory and research -- Narrative coaching in practice -- Tools and Techniques -- When does narrative coaching work best? -- Ten commonly used questions for the narrative coach -- Conclusion -- Notes -- References -- Chapter 25 Systemic team coaching -- Introduction -- Systemic team coaching explained -- Team coaching theory and research -- Systemic team coaching in practice -- Tools and techniques -- When does systemic team coaching work best? -- Ten useful questions for team coaches -- Conclusion -- References.

Chapter 26 Career coaching.

This comprehensive practitioner guide provides an accessible evidenced based approach aimed at those new to coaching and who may be undertaking coach training for a certificate in coaching or professional credentials or accreditation with the AC, ICF, EMCC, CMI or ILM.

Description based on publisher supplied metadata and other sources.

Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.