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Coaching at Work: Powering your Team with Awareness, Responsibility and Trust
John Wiley and Sons Ltd, Oct 2006, Pages: 352
Coaching has emerged as the key to business success in the 21st Century, and looks set to be a key leadership skill for decades to come. Focusing on the Ten Laws of Coaching (If you treat people as small, small is where theyll stay; we need performance, learning, and enjoyment, but we must keep them balanced; learning is easier than being taught, and more), Coaching at Work offers an up-to-date synthesis of many disparate ideas on the applications of coaching in the workplace.
Coaching, as explored in this book, is a process of raising awareness, generating responsibility and building trust. The real skills of coaching are asking the right questions and listening to the responses. Rooted in the inner game approach of Tim Gallwey (there’s always an inner game being played in the mind, and your awareness of it can make the difference between success and failure in the outer game you’re playing), Coaching at Work offers an up-to-date synthesis of many disparate ideas on the applications of coaching in the workplace. At the books heart are the Ten Laws of Coaching:
- If you treat people as small, small is where they’ll stay.
- We need performance, learning and enjoyment, but we must keep them balanced.
- Learning is easier than being taught.
- The higher the need for performance, the higher the need for learning and enjoyment.
- Your team view you as their coach, whether you like it or not.
- There is no responsibility without choice, no choice without ownership, and no ownership without involvement.
- The success of your coaching is proportional to the level of trust you can establish.
- Curiosity is more useful than judgement.
- Coaching should be driven by demand, not supply.
- As a coach you’ll need to listen, ask questions and think, but you cannot do all three effectively at the same time
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