Peter M. Senge, MIT and Society for Organizational Learning
"At long last, a book on coaching that moves beyond 'advice from the sidelines.'"
Review
"At long last, a book on coaching that moves beyond 'advice from the sidelines.' James Flaherty convincingly shows that the only way to truly help people grow is to help them in developing new practices and new language, and that the only way to coach effectively is to enter into a reciprocal relationship where 'coach' and 'coachee' engage in a dance of mutual influence and growth." - Peter M. Senge, MIT and Society for Organizational Learning
"The professional and aspiring coach who picks up this book will find the 'mother load' of coaching's guiding principles. James Flaherty has devoted his career to synthesizing and teaching the fundamentals of coaching. His models open up the conceptual framework for continuous learning for the coach and the coached." - Karen Otazo, Managing Director, Executive Coaching Connection, London, Los Angeles, and Hong Kong
"It is a beautiful example of the work of a scholar practitioner whose goal is to link theory and application." - Charlie Seashore, Faculty, Ph.D. Program in Human Organization Development, Fielding Institute, Santa Barbara, CA
"In an emerging discipline where serious practitioners are seeking reputation for integrity and outcomes, it is helpful to discover an advocate for rigor, discipline, and fundamentals..." - John Hofmeister, Director of Human Resources, Royal Dutch Shell, The Hague, London
"James Flaherty's book is full of useful and practical ways to develop the crucial and important skill of coaching..." - Jill Dodwell-Gorves, Senior Manager, Training and Development, Jardine Pacific, Hong Kong
Charlie Seashore, Faculty, Ph.D. Program in Human Organization Development, Fielding Institute, Santa Barbara, CA
"It is a beautiful example of the work of a scholar practitioner whose goal is to link theory and application."
Jill Dodwell-Gorves, Senior Manager, Training and Development, Jardine Pacific, Hong Kong
"James Flaherty's book is full of useful and practical ways to develop the crucial and important skill of coaching..."
Review
"At long last, a book on coaching that moves beyond 'advice from the sidelines.' James Flaherty convincingly shows that the only way to truly help people grow is to help them in developing new practices and new language, and that the only way to coach effectively is to enter into a reciprocal relationship where 'coach' and 'coachee' engage in a dance of mutual influence and growth." - Peter M. Senge, MIT and Society for Organizational Learning
"The professional and aspiring coach who picks up this book will find the 'mother load' of coaching's guiding principles. James Flaherty has devoted his career to synthesizing and teaching the fundamentals of coaching. His models open up the conceptual framework for continuous learning for the coach and the coached." - Karen Otazo, Managing Director, Executive Coaching Connection, London, Los Angeles, and Hong Kong
"It is a beautiful example of the work of a scholar practitioner whose goal is to link theory and application." - Charlie Seashore, Faculty, Ph.D. Program in Human Organization Development, Fielding Institute, Santa Barbara, CA
"In an emerging discipline where serious practitioners are seeking reputation for integrity and outcomes, it is helpful to discover an advocate for rigor, discipline, and fundamentals..." - John Hofmeister, Director of Human Resources, Royal Dutch Shell, The Hague, London
"James Flaherty's book is full of useful and practical ways to develop the crucial and important skill of coaching..." - Jill Dodwell-Gorves, Senior Manager, Training and Development, Jardine Pacific, Hong Kong
Book Description
Coaching is based on the premise we must understand people before we can coach them. Flaherty asks fundamental questions rather than supply "easy to apply" tips and surface bandaids. "Coaching is not telling people what to do; it's giving them a chance to examine what they are doing in the light of their intentions." (from the Preface) "A coach is someone who builds a respectful relationship with a client and then researches the situations the client finds himself in, with particular emphasis on the client's interpretation of the events." (from Chapter 1) Then, in partnership with the client, the coach can work to altering actions to bring about expected outcomes. This book provides the language and operative principles and assessment models and sample coaching conversations necessary to do that.
The book is grounded in many different paths of wisdom including time-tested philosophies, sociological premises and psychological discussions. Chapter bibliographies encourage further interdisciplinary reading.
· This book is a coaching tool enabling the reader to become a business coach who can self-correct and self-generate your own innovations
· It addresses the question: How do I contribute to someone's competence in a respectful, dignified, effective way?
Book Info
Presents the basic fundamentals of coaching giving maximum room for individual thinking & creativity, then builds from there. Paper. DLC: Mentoring in business.
From the Publisher
Coaching is based on the premise we must understand people before we can coach them. Flaherty asks fundamental questions rather than supply "easy to apply" tips and surface bandaids. "Coaching is not telling people what to do; it's giving them a chance to examine what they are doing in the light of their intentions." (from the Preface) "A coach is someone who builds a respectful relationship with a client and then researches the situations the client finds himself in, with particular emphasis on the client's interpretation of the events." (from Chapter 1) Then, in partnership with the client, the coach can work to altering actions to bring about expected outcomes. This book provides the language and operative principles and assessment models and sample coaching conversations necessary to do that.The book is grounded in many different paths of wisdom including time-tested philosophies, sociological premises and psychological discussions. Chapter bibliographies encourage further interdisciplinary reading.* Look at Chapter 8, "Coaching Conversations." It is, perhaps, the longest chapter, but undoubtedly the most practical chapter as well, giving numerous types of coaching interventions from single conversations to multi-session programs. The types of conversations are divided into 3 levels of complexity.
About the Author
James Flaherty has devoted his career to coaching and leadership training in both the corporate and public sectors. His uniquely effective approach to adult education includes practical applications of the work of such thinkers as Heidegger, Flores, Habermas, Austin, Searle, Maturana, Rorty, and Wilber. He has led workshops in coaching, communication, leadership, and project management for more than 12,000 people. These have included participants from many Fortune 500 companies such as AT&T, FMC, Chrysler, Pacific Telesis, Ernst & Young, Cargill, Levi Strauss, and Coopers & Lybrand.
Coaching: Evoking Excellence In Others ANNOTATION
Audience: Practicing managers, mid-level managers, professional business trade.
FROM THE PUBLISHER
Coaching is based on the premise we must understand people before we can coach them. Flaherty asks fundamental questions rather than supply "easy to apply" tips and surface bandaids. "Coaching is not telling people what to do; it's giving them a chance to examine what they are doing in the light of their intentions." (from the Preface) "A coach is someone who builds a respectful relationship with a client and then researches the situations the client finds himself in, with particular emphasis on the client's interpretation of the events." (from Chapter 1) Then, in partnership with the client, the coach can work to altering actions to bring about expected outcomes. This book provides the language and operative principles and assessment models and sample coaching conversations necessary to do that.
The book is grounded in many different paths of wisdom including time-tested philosophies, sociological premises and psychological discussions. Chapter bibliographies encourage further interdisciplinary reading.
ﾽ This book is a coaching tool enabling the reader to become a business coach who can self-correct and self-generate your own innovations
ﾽ It addresses the question: How do I contribute to someone's competence in a respectful, dignified, effective way?
Art & Photography
Book Info
