Coaching for Leadership E-Book

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Serie: J-B US non-Franchise Leadership
• Sprache: Englisch

Seitenzahl: 500

Veröffentlichungsjahr: 2011

Beschreibung

When it was published in 2000, Coaching for Leadership became an instant classic in the field of executive coaching. This second edition updates and expands on the original book and brings together the best executive coaches who offer a basic understanding of how coaching works, why it works, and how leaders can make the best use of the coaching process. This thoroughly revised edition reflects recent changes in coaching practices, includes well-researched best practices, and provides additional guidance and tools from the greatest leadership coaches from around the world. Each chapter in this important volume addresses a proven application, offers key principles of practice, and highlights critical learning points.

Leseprobe

Table of Contents

About This Book

About Pfeiffer

Title Page

Copyright Page

Foreword

Dedication

PREFACE TO THE SECOND EDITION

What to Expect from The Practice of Leadership Coaching

Book Outline

PREFACE TO THE FIRST EDITION

Motivation: Toward a Better Way

Our Audience

Our Authors

Our Subject

Our Hope

Acknowledgments

ABOUT THE EDITORS

PART ONE - FOUNDATIONS OF COACHING

CHAPTER ONE - THE ACCOMPLISHED LEADER

A Clear Focus on Coaching

Requisite Variety

Thinking Like a Theorist

Learning by Theory

Susan’s Story

Systems Change Agent

Theoretical Foundations

Acting Like a Researcher

The Hybrid Coach

CHAPTER TWO - COACHING AND CONSULTATION REVISITED

Who Initiates the Coaching Relationship?

Who Is Being Coached?

In What Role Is the Client Being Coached?

What Is the Actual Goal of the Coaching?

Conclusion

Notes

CHAPTER THREE - SITUATIONAL LEADERSHIP AND EXECUTIVE COACHING

Situational Leadership

The Executive Coaching Guide

Performance Gap and Cause Analysis

Leading with Questions

Summary

Notes

CHAPTER FOUR - COACHING FOR BEHAVIORAL CHANGE

Our “Pay for Results” Behavioral Coaching Approach

Qualifying the Coaching Client

Steps in the Behavioral Coaching Process

The Value of Behavioral Coaching for Executives

Notes

PART TWO - BUILDING BLOCKS

CHAPTER FIVE - TRY FEEDFORWARD INSTEAD OF FEEDBACK

Ten Reasons to Try Feedforward

Summary

CHAPTER SIX - MAKING COACHING WORK

Question 1: What Is the Company’s Strategy?

Question 2: Does Your Senior Team Support Coaching?

Question 3: Who Will Participate and Who Will Decide?

Question 4: What Coaching Methodology Will You Use?

Question 5: Are You Interested in Feedback or Coaching?

Question 6: What Is Your Success Measure?

Question 7: How Long Is the Coaching Process?

Question 8: Who Will Your Coaching Provider Be and Why?

Question 9: How Personally Involved Will You Be in the Coaching Process?

Question 10: How Will You Use the Findings from Coaching to Benefit the Organization?

Notes

CHAPTER SEVEN - LEADING ON PURPOSE

What Does It Take to Engage People Today?

The Power of Purpose

Notes

CHAPTER EIGHT - COACHING FOR EFFECTIVE ACTION

Role of Coaching for Effective Action

Seven Key Competencies of the Coaching for Effective Action Relationship

Coaching for Effective Action and Coaching Situations

The Future of Coaching for Effective Action

CHAPTER NINE - COACHING OTHERS TO ACCEPT FEEDBACK

Step One: Hearing the Feedback

Step Two: Accepting the Feedback

Step Three: Prioritizing

Step Four: Making Change Happen

CHAPTER TEN - SELLING UP IS LEADING UP

Failure to Persuade

Taking Stock

Action Steps

Are You Listening?

Moving Forward

Notes

PART THREE - LEADING CHANGE

CHAPTER ELEVEN - COACHING AT THE HEART OF STRATEGY

Observing the Coaching Scene

The Learning Executive

Striving for Success

Coaching in Practice

External and Internal Agents

A Blueprint for Success

CHAPTER TWELVE - CROSSING OVER

Creating a Second Career

Physician, Heal Thyself!

CHAPTER THIRTEEN - SURVIVING THE TRANSITION FROM LINE MANAGER TO EXECUTIVE COACH

Wally’s Wake-Up Call

Differences Between Line Management and Coaching Skills

Ten Tips for Line Managers When Engaging in a Coaching Relationship

Beware the Big Three

A Powerful Gift

Note

CHAPTER FOURTEEN - COACHING BUSINESS LEADERS

The Coaching Process

Notes

CHAPTER FIFTEEN - COACHING AND CULTURE

A New Playing Field

Cultural Competency

New Challenges for Executive Coaches

Notes

CHAPTER SIXTEEN - WHEN LEADERS ARE COACHES

Set Clear Standards

Expect the Best

Set the Example

It’s About Caring

Notes

CHAPTER SEVENTEEN - COACHING THE COACHES

Philosophy

Coaching Process

Conclusion

CHAPTER EIGHTEEN - WHY COACHING CLIENTS GIVE UP AND HOW EFFECTIVE GOAL SETTING ...

Ownership

Time

Difficulty

Distractions

Rewards

Maintenance

In Summary

Notes

PART FOUR - APPLICATIONS

CHAPTER NINETEEN - CASE STUDY

Executive Coaching

The Management of Change

Agent of Change

Exhibit 1: Aventis Industrial Operations

Summary

CHAPTER TWENTY - THE EXPERIENCE OF SIEMENS IN SPAIN

Description of the Project

Key Learnings

CHAPTER TWENTY-ONE - THE GENERAL MILLS & PILLSBURY MERGER

A Little History

Case Study

The Lessons Learned and the Challenges Ahead

CHAPTER TWENTY-TWO - THE AGILENT TECHNOLOGIES STORY

Establishing Context

Development of the Agilent Global Leadership Profile

Measurement: The Mini-Survey Process

Beyond APEX

CHAPTER TWENTY-THREE - E-COACHING

The Global Mind: A Fantastic Opportunity

The Global Mind: An Incredible Annoyance

The Role of the e-Coach

Note

CHAPTER TWENTY-FOUR - CAREER DEVELOPMENT

Just Do It

Seize the Moment

CHAPTER TWENTY-FIVE - COACHING IN THE MIDST OF DIVERSITY

What Is a Coach?

Characteristics of Effective Coaching Relationships

Who Are the Coaches?

Impact of Diversity

Recommendations

CHAPTER TWENTY-SIX - COACHING EXECUTIVES

How Does Coaching Women Executives Differ from Coaching Men?

Executive Coaching: Reaching Beyond the Myths of History

Index

Pfeiffer Publications Guide

About This Book

The field of coaching is booming! While this is a great step forward, it also means that too many people claiming to be “experts” are jumping on the coaching bandwagon. We, and publisher Pfeiffer, think it’s time to disseminate best practice so that it becomes the norm. Based on our success with the highly acclaimed first edition of Coaching for Leadership, we are certain that we are best qualified to perform this important task.

With almost 25,000 copies sold, Coaching for Leadership is easily the most successful leadership coaching book in Pfeiffer history—as well as one of the top five general Pfeiffer coaching titles of all time. It is an invaluable and timeless compilation of theory and thoughts from some of the world’s best thinkers and has become a key resource for individuals, leaders, practitioners, and teachers involved in the burgeoning field of executive coaching. As Warren Bennis said, “It’s the single best collection of writing and writers on executive coaching. It’s really become a ‘must have’ for the library of all coaches.”

Due to the great success of the first edition of the book, Pfeiffer has commissioned us to update and expand Coaching for Leadership. This new and revised book, Coaching for Leadership: The Practice of Leadership Coaching from the World’s Greatest Coaches, focuses its messages on two key audiences. The first is the rapidly growing number of executives who are reaching retirement and aspire to become executive coaches. The second new audience is the corporate HR department, which is now faced with new challenges in understanding and managing a coaching intervention. It delivers the well-researched best practices of the world’s finest coaches and includes updated versions of some of the articles published in Coaching for Leadership as well as many entirely new articles.

About Pfeiffer

Pfeiffer serves the professional development and hands-on resource needs of training and human resource practitioners and gives them products to do their jobs better. We deliver proven ideas and solutions from experts in HR development and HR management, and we offer effective and customizable tools to improve workplace performance. From novice to seasoned professional, Pfeiffer is the source you can trust to make yourself and your organization more successful.

Essential Knowledge Pfeiffer produces insightful, practical, and comprehensive materials on topics that matter the most to training and HR professionals. Our Essential Knowledge resources translate the expertise of seasoned professionals into practical, how-to guidance on critical workplace issues and problems. These resources are supported by case studies, worksheets, and job aids and are frequently supplemented with CD-ROMs, websites, and other means of making the content easier to read, understand, and use.

Essential Tools Pfeiffer’s Essential Tools resources save time and expense by offering proven, ready-to-use materials—including exercises, activities, games, instruments, and assessments—for use during a training or team-learning event. These resources are frequently offered in loose-leaf or CD-ROM format to facilitate copying and customization of the material.

Pfeiffer also recognizes the remarkable power of new technologies in expanding the reach and effectiveness of training. While e-hype has often created whizbang solutions in search of a problem, we are dedicated to bringing convenience and enhancements to proven training solutions. All our e-tools comply with rigorous functionality standards. The most appropriate technology wrapped around essential content yields the perfect solution for today’s on-the-go trainers and human resource professionals.

Essential resources for training and HR professionals

Copyright © 2006 by John Wiley & Sons, Inc.

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Library of Congress Cataloging-in-Publication Data

p. cm.

Includes bibliographical references and index.

ISBN-13: 978-0-7879-7763-4 (alk. paper) ISBN-10: 0-7879-7763-2 (alk. paper)

1. Executives—Training of. 2. Leadership—Study and teaching. 3. Mentoring in business. 4. Business consultants. I. Goldsmith, Marshall. II. Lyons, Laurence.

HD30.4.C63 2006 658.4’07124—dc22

Acquiring Editor: Matthew Davis Director of Development: Kathleen Dolan Davies Developmental Editor: Sarah MacArthur Production Editor: Dawn Kilgore Editor: Rebecca Taff Manufacturing Supervisor: Becky Carreño

Foreword

You have in your hands a powerful tool. It is the collective thinking of the very best thought leaders in executive coaching. You have the opportunity to be stimulated by the innovators who have forged their way in coaching excellence with little guidance. These creative thinkers have practiced and matured their own coaching art over time and in this book share their best and most applicable experiences.

Reading this book will give you the chance to digest the thinking of academic practitioners who have seen this field emerge and have studied its effect on leaders (as well as those they lead) around the globe. You have here a window into lessons learned from implementing corporate coaching initiatives from the very practitioners who launched them and are now willing to share their stories. And, if you utilize this treasure trove well, you have a chance to further build your own individual perspective into this (not-so-new-anymore) field.

I personally know most of the authors in this book. I’ve read their previous works and been an avid fan of many. (That’s what you get with age!) I know that they are serious about their craft and passionate about their desire to show you their unique lens on the world of coaching. Read carefully, ponder on what they suggest. But know also that this story does not end here.

I’ve never defined myself as someone squarely in the midst of the leadership coaching movement. And like many readers, I’ve marveled at the huge array of individuals who have hung up the proverbial shingle and declared themselves to be... “a coach.” I’ve also marveled at the equally vast number of people who have spent countless hours in intensive certification programs even though they have been coaching all of their professional lives.

There is no doubt that executive coaching is indeed needed and a new development approach. My practice has always centered on development. For me, it naturally follows that those who lead others must themselves learn to coach. That is part of development. Throughout my experience, I have found that all the best leaderdevelopers at one time had someone to show them their own special growth edge: they can tell you their stories quite easily for such experience gets indelibly marked.

I’ve had the good fortune to be the recipient of executive coaching myself. I remember being skeptical, but my desire to become a better leader for my own organization overcame my initial reluctance. I am glad for that. In return I have also become a better liver of my own life. I’ve gained on both counts and continue to learn each time I allow myself to press that “pause button” and remain open to the question of how to do something differently.

As we move into an era when talent in our organizations has more choice than ever before, we will need leaders who can attract, engage, develop, and retain the best of the best. This book will help you to coach others to do just that. Today’s leaders simply need all the help they can get. Bravo to all who offer to develop that skill to leaders, and to all who deploy those initiatives in organizations. Enjoy reading!

Beverly L. Kaye April 2005

“This book is dedicated to our mentor, coach, and role model, Dick Beckhard. Dick was a man who made the ideas in this book come to life. We will always be grateful for all that he did for us, for our field, and for the world.”

PREFACE TO THE SECOND EDITION

It is happening. Executive coaching is exploding. The hope expressed in the first edition of this book is being accomplished.

The Practice of Leadership Coaching is the name we have given to this second edition of Coaching for Leadership: How the World’s Greatest Coaches Help Leaders Learn. It builds on the success of the original work, acclaimed by many authorities as the definitive text on executive coaching. The original work, written as our subject was dawning, has to date inspired well in excess of twenty thousand English-speaking readers; it has since become available in a further four languages.

When Matthew C. Davis, senior editor at Pfeiffer, commissioned this new work, he most likely expected to receive lightly updated scripts culled to appeal to the important emerging audiences he had identified. We have surpassed this ambition. Readers of the first edition will not be surprised at the approach we have taken in producing this latest work. We remain committed to the research approach. So we went back to our authors and asked how they would like to present their ideas, now that our subject has moved on. Once again, their response was amazing.

The book you now hold is more like a separate volume than a second edition. It expounds a well-accepted leadership practice, not a rapidly emerging bright idea. This book contains fourteen brand new chapters; another ten chapters have been significantly revised. We include new detailed case studies, which we know are highly valued by our readers. We are deeply grateful to all our authors for sharing our motivation, and to the leading companies who have been so generous in sharing their experiences.

Our audiences are expanding. This indicates an expansion of needs beyond a mere growth in numbers. We hope in this edition to address those emerging needs. We have expanded and updated our book to include two clearly important groups. The first is the rapidly growing number of executives who are reaching retirement and aspire to become executive coaches.

Within the next five years, it is likely that more than 30 percent of U.S. executives will be retiringa. In Canada, where the retirement rate of executives is nearly 40 percent, “executive failure” is estimated at a staggering 50 percent. In this context, the possibility of growing the skills of developing leaders makes an attractive corporate investment. Perhaps uniquely, executive coaching has the potential to satisfy this need to up-skill incumbent young leaders. The necessary supply of experienced leadership talent clearly exists, albeit in retirement. A fantastic opportunity has opened up to those leaders who are “officially” retired and are thinking about executive coaching as a “second career.” Our authors have much to say to them.

The second emerging audience consists of people in Human Resouce departments who are now addressing the challenge of introducing and managing coaching programs. We have included case studies to demonstrate what has worked in particular instances. We suggest that coaching is better seen as a change management program than a training activity. We hope that the collective views throughout this book give HR sponsors a sense for the coaching opportunity and an indication of the different approach that it requires.

Our book delivers the well-researched best practices of the world’s finest coaches to those entering and studying this exciting field. By “best practice” we do not mean that we asked our authors to research different approaches and then select a benchmark. As a matter of fact, we want to discourage our readers from simply copying something that worked for someone else somewhere else. We share with our audience—practitioners, leaders who are transitioning from line manager to executive coach, and HR sponsors—the distilled principles of best practice and an understanding of where and how to apply these principles.

We believe this book to be an invaluable contribution to the growing field of coaching, and we are sure you will find the authors’ insights, practices, and experiences useful as you navigate the global business environment.

Coaching is the better way.

What to Expect fromThe Practice of Leadership Coaching

Our book begins by explaining and defining its subject, coaching, and then leads into the essential parts of the coaching process, the strategy of executive coaching as a change activity, and finally case studies and core applications—in other words, how executive coaching works in the real world. Of course, you may read the chapters in any order. Just pick a subject that you are interested in and find your author. Each article is valuable in its own right and can easily stand alone from the rest.

Book Outline

The articles in Part One, Foundations of Coaching, of The Practice of Leadership Coaching build the foundation for our book. These chapters comprise the engine that drives subsequent chapters. In this section, the authors triangulate their topic against coaching. Coaching is the backdrop for each discussion and the main mechanism for change is management. Laurence S. Lyons leads the section with his chapter, “The Accomplished Leader.” This chapter sets the stage for the rest of the book, giving invaluable insight into executive coaching and its value in organizations. In Chapter Two, “Coaching and Consultation Revisited: Are They the Same?,” Edgar H. Schein sets forth critical descriptions of coaching and consulting, comparing the two and defining their differences. Paul Hersey and Roger Chevalier reveal how Situational Leadership ® provides the necessary structure to guide executive coaches in working with their clients in Chapter Three, “Situational Leadership and Executive Coaching.” Marshall Goldsmith concludes this foundational section with the updated version of his classic piece, “Coaching for Behavioral Change,” which describes his tried-andtrue process for behavioral change.

Part Two of our book, Building Blocks, is comprised of articles that discuss the essential parts or key themes of the coaching process. This is the section that tells you how to make executive coaching work and how to build it into your organization. Leading this section is a chapter by Marshall Goldsmith entitled, “Try Feedforward Instead of Feedback.” In it, Marshall discusses the fundamental problem of feedback, which is that it focuses on the unchangeable past. He provides us with a definition and plan for using feedforward, looking at the infinite variety of opportunities that can happen in the future, as a supplement to feedback. In his chapter, “Making Coaching Work: Ten Easy Steps,” Marc Effron reveals how leaders can use simple questioning tools to help build effective, successful coaching programs within their organizations. Richard J. Leider discusses the essential differences between the success and failure of an organization. In his chapter, “Leading on Purpose: What Do You Care About?,” he traces the reasons for how well the leaders engage their followers and provides a process for connecting to employees. In their chapter, “Coaching for Effective Action: A Core Leadership Process,” Victoria A. Guthrie and John R. Alexander describe the coaching model used at the Center for Creative Leadership, which emphasizes personal development as a stimulant for taking effective action. Joe Folkman explains the importance to the success of any leader of giving and receiving feedback in his chapter, “Coaching Others to Accept Feedback.” In the last chapter of this section, “Selling Up Is Leading Up,” John Baldoni and Marshall Goldsmith tout the importance of and tell us how to persuade our leaders—those who don’t have to listen, but often should!

Part Three, Leading Change, imparts strategies developed to function in the context of a changing global business environment, an environment in which boundaries are always pushed. These strategies make use of executive coaching as a change activity critical to the survival of leaders and organizations. Heading this section is “Coaching at the Heart of Strategy,” by Laurence S. Lyons. This chapter sets the stage for the rest of the section by defining what executive coaching is and what it can do for an organization. In his chapter, “Crossing Over: Making the Transition from Executive to Executive Coach,” Brian Tracy reveals how and why executives might transition to becoming executive coaches. David Noer follows with his chapter, “Surviving the Transition from Line Manager to Executive Coach,” which explains some of the benefits and pitfalls of making such a career change. “Coaching Business Leaders” by Richard Gauthier and David Giber attends to the fundamentals of setting up and preparing a coaching plan with measurable objectives harnessed to the development goals of the organization. In their chapter, “Coaching and Culture: The Global Coach,” Michel Moral and Pamela Warnock advocate the significance of cultural awareness as an essential component of executive coaching that can lead to success or failure in the multicultural business context. Jim M. Kouzes and Barry Z. Posner define leadership as a relationship in their chapter, “When Leaders Are Coaches.” “Coaching the Coaches,” written by David Ulrich, illustrates an important philosophy of coaching: “Coaching does not mean doing for others, but means helping others to get things done.” The last chapter of this section is written by Marshall Goldsmith and Kelly Goldsmith. The article entitled “Why Coaching Clients Give Up and How Effective Goal Setting Can Make a Positive Difference” helps us understand how coaches can keep their clients interested and involved in achieving the goals they set for themselves.

Part Four, Applications, is the final section of this book. It is all about applying what we know about executive coaching in the real world. In this section, we take a look at some core applications and some valuable case studies. In his chapter, “Case Study: Coaching for Change at Aventis,” Laurence S. Lyons discusses the nature of coaching, before giving an in-depth account of how coaching worked at Aventis. In their chapter, “The Experience of Siemens in Spain,” Marta H. Williams, Carlos J. Paulet, and Rebeca Arroyo outline the leadership evolution at Siemens, with particular attention paid to the innovative use of coaching and 360-degree feedback. Kevin D. Wilde describes the part coaching played in the merger of two well-known competitors in his chapter “The General Mills & Pillsbury Merger.” In “The Agilent Technologies Story: Coaching Across the Enterprise,” Brian O. Underhill, Dianne Anderson, and Robert A. Silva give an account of the development and implementation of Agilent’s APEX (Accelerated Performance for Executives) executive coaching program. Marshall Goldsmith supplies us with a futuristic look into the world of coaching in his chapter, “e-Coaching: Using the New Technology to Develop Tomorrow’s Leaders.” In her classic piece, “Career Development: Anytime, Anyplace,” Beverly Kaye reveals that contemporary organizational practices rely heavily on managers’ abilities to get the most from their employees, and to do so must devote time to employees’ critical developmental needs. R. Roosevelt Thomas, Jr., explores how leaders and managers of an increasingly diverse workforce may offer coaching to those whose attributes and behaviors differ from their own. He then addresses the impact of diversity on the coaching process in his chapter, “Coaching in the Midst of Diversity.” In our book’s final chapter, “Coaching Executives: Women Succeeding Globally,” Nancy J. Adler defuses the myths about women in the global workforce by bringing a broader perspective to each executive’s unique position, organization, and industry.

We hope you enjoy this new volume. We hope you will gain more understanding of coaching as it grows to meet with our changing times. We believe coaching can have an incredibly dramatic impact on leaders and organizations, and it is our sincere wish that you find within these pages a theory, method, and strategy to apply coaching within your own organization, or with the executives of organizations that you coach.

Marshall Goldsmith Rancho Santa Fe, California May 2005

Laurence S. Lyons Reading, England

PREFACE TO THE FIRST EDITION

Motivation: Toward a Better Way

Every so often—perhaps once in a lifetime—we have a chance to anticipate a radical and pervasive change that is truly fundamental in nature. This book exists because we are at this very moment at the pinnacle of such change in the world of work. With the passage of every business day, yesterday’s “management” approach becomes less relevant while we struggle to find a better way.

Peter Drucker’s “knowledge worker” is replacing the factory worker at such a rate as to become today’s stereotypical worker. The flatter, shamrock organization typified by Charles Handy is evolving as modern networks are becoming as familiar as traditional pyramids. Whereas in the past we were taught how to work with managers, now we must ask: How can we learn to work with peers?