Coaching Handbook

Contents Acknowledgements Introduction Part 1: The coaching process 1. What is coaching? Development needs; Development -- core values and beliefs; Training; Mentoring; Counselling; Line management; Benefits of coaching; Summary 2. Learning theories Theory of competence; Kolb's learning cycle; Barriers to learning; Personal working styles; Areas and levels of learning (Bloom's taxonomy) 3. Introducing the coaching model 4. Job description, skills and qualities of a coach 5. Preparing to coach Preparing yourself; Preparing the coaching environment; Preparing the coachee 6. Stage 1: Clarifying coaching needs and goals What you do; What could go wrong; Skills required 7. Stage 2: Agreeing specific development needs What you do; What could go wrong; Skills required 8. Stage 3: Formulating a detailed plan for coaching What you do; What could go wrong; Skills required 9. Stage 4: Doing a task or activity What you do; What could go wrong; Skills required 10. Stage 5: Reviewing activities and planning improved performance What you do; What could go wrong; Skills required 11. Stage 6: Ending the coaching relationship What you do; What could go wrong; Skills required 12. Third-party initiated coaching Establishing the coaching contract 13. Skills Analytical skills; Assertiveness; Conflict management; Facilitation; Influencing; Listening; Observation; Planning and prioritizing; Presenting ideas and information; Questioning; Rapport building; Using and interpreting non-verbal communication Part 2: Case studies Coaching a partner in a national law firm; The Scout Association; Coaching for sales managers and their teams; Metropolitan Police recruits; Coaching a youth football team; Coaching two general managers; Coaching on customer service/other one-to-one communication; Coaching different individuals in different areas; Coaching an operational manager to take on a specialist HR role; Coaching to expand the skills of an experienced trainer; Coaching a manager and a novice yacht

Sara Thorpe, Jackie Clifford