Executive Coaching
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TABLE OF CONTENTS |
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| ACKNOWLEDGEMENTS | |
| PREFACE | |
| PART ONE: CORE CONCEPTS -- THE COACH'S STANCE | |
| CHAPTER ONE | Introduction |
| CHAPTER TWO | Developing a Strong Signature Presence |
| CHAPTER THREE | Systemic Thinking: Understanding Challenges of the Executive and Coach |
| CHAPTER FOUR | The Triangled Coach: Being Effective in the Middle |
| PART TWO: METHODOLOGY -- THE FOUR PHASES OF COACHING | |
| CHAPTER FIVE | Phase 1 -- Contracting: Find a Way to Be a Partner |
| CHAPTER SIX | Phase 2 -- Action Planning: Keep Ownership with the Client |
| CHAPTER SEVEN | Phase 3 -- Live Action Coaching: Strike When the Iron Is Hot |
| CHAPTER EIGHT | Phase 4 -- Debriefing: Define a Learning Focus |
| PART THREE:SPECIAL APPLICATIONS | |
| CHAPTER NINE | Making A Strategic Transition to the Role of Executive Coach |
| CHAPTER TEN | Effective Executives: Helping Leaders Coach Employees |
| AFTERWORD NOTES | |
| APPENDIX 1 | Assess Your Coaching Effectiveness |
| APPENDIX 2 | Questions for Clients |
| APPENDIX 3 | Combining Coaching and Consulting for Powerful Results |
| REFERENCES | |
| ABOUT THE AUTHOR | |
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