James M. M. Hunt & Joseph R. R. Weintraub 
The Coaching Manager [EPUB ebook] 
Developing Top Talent in Business

Chapter 1: Whither the Coaching Manager
Coaching in an Uncertain World
The Coaching Manager Model and Developmental Coaching
Coaching and Learning
Why Don’t More Managers Coach?
It’s the Relationship That Matters
Coaching Isn’t the Same as Mentoring
The Title of the Book Is The Coaching Manager
Chapter 2: The Coaching Manager Model—An Overview
Tonia and Ashok
Our Reactions to the Case
The Coaching Manager Model
A Coaching Culture
The Coaching Mindset
It’s the Relationship that Makes it All Possible
The Coachee
The Opportunity
Reflection
Feedback
Follow Through and the Action Plan
As You Experiment With Coaching
Chapter 3: The Coaching Mindset
The Manager Who Learns to Coach
Can Anyone Learn to Coach?
The Characteristics of the Coaching Mindset
The Coaching Manager
Chapter 4: The Coachable ‘Coachee’
The Question of “Coachability”
What Do Employees Want From Their Managers?
Hallmarks of the Coachable Learner
The Problem of Impression Management
Barriers to Coaching: What Does an Apparent Lack of Coachability Look Like?
Arrogance: The Overestimator
An Apparent Lack of Interest in the Job
The Impact of Personal Stress
Diversity and Coachability
A Mismatch Between the Career Stage of the Employee and the Career Stage of the Manager
Coachability: Treat Each Employee as an Individual
Chapter 5: The Coaching-Friendly Culture and the Coaching Relationship
The Coaching Friendly Culture
The Values and Practices of the Coaching-Friendly Culture
The Coaching Manager and Coachee Relationship
The Decision to Trust
Building Trust and a Coaching-Friendly Culture at the Team Level
The Coaching Relationship in a Diverse World
Cultural Intelligence
Protecting a Coach-Friendly Culture Over Time
Chapter 6: The Opportunity
Coaching Managers Focus on Running a Business
Not Just Results, Process: How the Work Gets Done
The Common Element in All Learning Opportunities
The Coachee’s View of the Learning Opportunity
What Should the Coaching Manager Pay Attention to? Competence
Entrepreneurial Learning
Strengths or Weaknesses?
Opportunities: A Summary
Chapter 7: Reflection
What Do We Mean By Reflection?
Timing
Encouraging Reflection
Ask Reflective Questions, Listen for Understanding
On Learning to Ask Useful Questions
Helping the Employee Take Ownership
This Takes Time – And it Doesn’t Get You There
Chapter 8: Feedback
Why are Performance Date, Even Observational Data, Suspect?
The Real Problem: Our Tendency to Draw Inferences From Selected Data
Error and Expectations: What You See Is What You Get
Getting the Most From Direct Observation and Related Approaches to Gathering Performance Data
The Coachee’s Role
The Coaching Manager as Observer: Promoting Learning and Performance, From the Sidelines
Feedback and Coaching
The Benefits of Feedback
The Problem With Feedback
Making Feedback Useful – A Summary
The Basics of Providing Balanced Feedback
The Emotional Impact of Feedback
Maximizing the Value of That Imperfect Instrument, Feedback
Your Development as a Provider of Feedback
Chapter 9: Follow Through and Action Planning
Planned Development and Action Planning
Setting Goals
How People Change
Unfreezing
Change
Refreezing
Building Commitment for Learning and Change
Face-to-face Follow-up and More
Conclusions: Goal Setting and Follow Through
Chapter 10: Developmental Coaching and Performance Problems
Causes of Performance Problems
Poor Managers and Poorly Communicated Expectations
The Problem of Alignment
The Right Person in the Wrong Situation
Personal Problems
Character
Team Problems
Organizational Change
Addressing Performance Problems: Some Coaching Guidelines
Chapter 11: Coaching and Career Development
The Changing View of Careers and Career Development
Knowing What You Want
Developmental Coaching and Career Development
Learning Goals and Career Development
Who You Know Does Count: Networks, Supporters, and Blockers
Using Developmental Coaching to Address Career Concerns and Promote Career Development
The Career Story
The Final Word, for Now
Chapter 12: Coaching and Management Education
The Nature of the Problem
Transfer of Learning
Making the Most of Learning in Management Education
Defining the Learning Goal
Choosing the Right Program
Following Up
Management Development Programs and the Coaching Manager
Chapter 13: Distance Coaching
Trust and the Virtual Team
What About Texting? Back to What Coaching is All About
Distance Coaching: A Summary of the Key Points
Chapter 14: Epilogue
Once Again, Technology
Changing Demographics
The Relationship Between the Manager and the Employee Is Still the Key
A Final Word for Our Coaches, Experienced and New

 
Dr. Joseph R. Weintraub is a professor of management and organizational behavior at Babson College in Wellesley, Massachusetts where he serves as the founder and faculty director of the Babson Coaching for Leadership and Teamwork Program. He is also the faculty director of the Management Consulting Field Experience Program at Babson, an experiential project management program providing consulting services to both the for profit and not-for-profit sectors. Dr. Weintraub is an industrial-organizational psychologist who focuses in the areas of individual and organizational effectiveness including leadership development, coaching, team effectiveness, innovation, and performance management. His work on coaching has received several awards, including the “Management Development Paper of the Year” from the Academy of Management. He is the coauthor of The Coaching Organization: A Strategy for Developing Leaders (Sage, 2007). Dr. Weintraub’s work has appeared in a number of publications including the MIT Sloan Management Review, Organizational Effectiveness, The Wall Street Journal, the Journal of Management Education, and The European Financial Review. Dr. Weintraub serves as Faculty Director at Babson Executive Education, where he is the cofounder and codirector of Coaching Inside the Organization, an innovative certification program for internal organizational coaches. In addition to his work at Babson, Dr. Weintraub is also president of Organizational Dimensions, a management consulting and assessment firm based in Wellesley. He spends much of his consulting practice in helping organizations to develop their own coaching managers. He also develops and delivers leadership development programs in a variety of organizations around the world.  His clients have included General Electric, Bose, Fidelity Investments, Citizens Bank, EMD Serono, Boston Children’s Hospital, Ocean Spray, and T-Mobile. He is also the co-developer of Inno Quotient, a comprehensive survey tool that measures the culture of innovation in organizations.Dr. Weintraub received his B.S. in psychology from the University of Pittsburgh and both his M.A. and Ph.D. degrees in industrial-organizational psychology from Bowling Green State University. He can be contacted at [email protected].