The only nonprofit orientation to coaching skills available,
Coaching Skills for Nonprofit Leaders will provide nonprofit
managers with an understanding of why and how to coach, how to
initiate coaching in specific situations, how to make coaching
really work, and how to refine coaching for long-term success.
Coaching Skills for Nonprofit Leaders offers practical steps
for coaching leaders to greatness and complements the academic and
theoretical work in nonprofit leadership theory. The book can be
used by the coaching novice as a thorough topical overview or by
those more experienced with coaching as a quick reference or
refresher.
Based on the Inquiry Based Coaching? approach, Coaching Skills will
strengthen and expand the reader?s ability to drive organization
mission, while retaining the intrinsic values of the nonprofit
culture and working towards outcomes that create a culture of
discipline and accountability and empower others to be even more
responsible, accountable, and self-motivated. This book uses
accessible language, examples, case studies, key questions, and
exercises to help:
* Promote better relationships
* Know when to delegate, direct and coach.
* Balance directive and supportive styles of leadership for
productive partnerships
* Overcome fears and deal head-on with difficult situations and
conflict.
* Use coaching for performance improvement and on-the-job
development.
* Support independent thinking and personal reflection
* Gain commitment and accountability from others and build
teams
Table des matières
Figures, Charts, Exercises, and Worksheets ix
Acknowledgments xi
Preface: A Note from the Authors xiii
Introduction: Why Coaching Now? xix
One What Coaching Can Bring to Your Role 1
What a Coaching Manager Does Differently 3
Using the Coaching Approach to Manage Others 10
What Coaching Is Not 14
How Coaching Differs from Other Ways of Developing Staff 16
Opportunities to Coach 18
The Approach We’ll Be Using 21
Two Foundational Coaching Skills 23
Skill 1: Listening 25
Skill 2: Inquiring (the Skill of Inquiry) 39
Skill 3: Giving Feedback 58
Skill 4: Sharing 82
Three The Coaching Framework 91
The Framework: Short Version 92
1. Clarify the Focus: Get to the Point 95
2. Identify the Goal: Know Where the Conversation Is Heading 100
3. Develop Solutions: Identify What’s Needed to Get from A to B 104
4. Create Accountability: Call Forth Commitment and Ownership 110
Put It All Together 113
Four The Coaching Mind-Set 121
Believing in Others 123
Managing Needs 130
Earning Trust and Showing Respect 135
Staying Connected 139
A Word About Confidentiality 149
Five Knowing When to Use a Coaching Approach 151
Providing Coaching for the Different Stages of Learning 152
Coaching When the Manager Sets the Focus 158
What to Do When Coaching Is Not Working 163
More Opportunities to Coach 167
Six Coaching in the Nonprofit Workplace 169
Coaching Up, Down, and Across the Organization 171
Coaching and Self-Management 190
Coaching in Difficult Situations 194
Coaching Top Performers 228
Seven What’s Next: Developing a Coaching Culture in Your Organization 237
What Is a Coaching Culture, and Why Bother with It? 238
Factors to Consider in Creating a Coaching Culture 239
Conclusion 248
Resource A: Coaching Manager Self-Assessment 249
Resource B: Questions, Questions, and More Questions 257
Resource C: Practicing Culturally Aware Coaching 275
Resource D: Additional Information 281
References 288
Index 292
About the Authors 300
Compass Point Nonprofit Services 302
A propos de l’auteur
Judith Wilson is one of only six hundred International Coach
Federation-master certified coaches. She regularly provides
leadership coaching and training globally.
Michelle Gislason is a senior project director at Compass Point
Nonprofit Services and a certified organizational coach.
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