Masterful Coaching, Third Edition

In this Book

• Introduction—Better Leaders, Better World
• Coaching is an Idea Whose Time Has Come—The Masterful Coaching Vision, Mind-Set, and Method
• Wanted—Extreme Leaders—Extreme Leaders Want to Make a Difference
• The Four Waypoints—How Do You Know If You are in the Masterful Coaching Zone?
• Becoming a Masterful Coach—Lead People to an Impossible Future and Change Their Lives
• Coaching is a Way of Being, Not Just a Technique—Coaching Comes from the Heart, Not the Head
• Coaching Happens in Conversations—Speaking and Listening from a Stand versus Moods, Reactions, and Attachments
• Masterful Coaching is Transformational—Triple Loop Learning
• Coaching Conversation 1—Create an Extraordinary Coaching Relationship—Thinking and Working Together
• Coaching Conversation 2—Declare an Impossible Future—One That Represents Winning at the Great Game of Business
• Coaching Conversation 3—360-Degree Leadership FeedbackL—Go for an Alteration, Not Just an Assessment
• Coaching Conversation 4—Mount a Successful Change Insurgency—A Transformational Goal Requires Eating Radical Change for Breakfast
• Coaching Conversation 5—Create a Source Document or Winning Game Plan—A Blueprint for the Future
• Coaching Conversation 6—Build a Team of Talented A Players—Engage People in Playing the Big Game
• Coaching Conversation 7—Executive Time Management—Don't Add before You Subtract
• Coaching Conversation 8—Execute Catalytic Breakthrough Projects—Spearhead a Breakthrough
• Coaching Conversation 9—Be a Coach and Mentor—The Leader as Coach
• Coaching Conversation 10—Make Great Decisions and Judgment Calls—Wisdom versus Intelligence
• Coaching Conversation 11—Focus on the Scoreboard—Connect Coaching with ROI
• Coaching Conversation 12—Executive Life Coaching—Achieving Nonfinancial Wealth
• Secrets of Great Groups—Become a Masterful Facilitator
• Creative Collaboration 3.0—How to Coach People to Deal with Strategic Dead Ends, the China Price, Customers Jumping Ship
• Jump on the Reinvention Roller Coaster—To Reinvent the Organization, First Reinvent Yourself
• From Defensiveness to Learning—How to Recognize and Disperse Defensive Routines with Individuals or Groups
• Provide Meaningful Feedback—How to Give Feedback That Rips the Blinders off without Making People Resent You
• Teaching New Skills and Capabilities—Move between Performance and Practice Fields
• Creating a Coaching and Mentoring Culture—Look for Openings Rather than the Big Bang
• Coaching Small Enterprises—Get People to Race up the Value Chain and Wallop Wal-Mart
• Building a Super-Successful Coaching Practice—Lesson 1—How to Get Clients
• Get People to bring their Whole Selves to Work—Give them an Opportunity to Make a Difference
• A Final Reflection
• Notes