Coaching in Organizations: Best Coaching Practices from The Ken Blanchard Companies

259 Pages·2008·1.16 MB·English

by  Madeleine Homan

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Coaching in
Organizations
Best Coaching Practices
From The Ken Blanchard
Companies
Madeleine Homan
and
Linda J. Miller
JohnWiley&Sons,Inc.
i
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iv
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Coaching in
Organizations
Best Coaching Practices
From The Ken Blanchard
Companies
Madeleine Homan
and
Linda J. Miller
JohnWiley&Sons,Inc.
i
FM JWPR093/Homan January14,2008 7:17 CharCount=
Copyright(cid:1)C 2008byJohnWiley&Sons,Inc.Allrightsreserved.
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LibraryofCongressCataloging-in-PublicationData:
Homan,Madeleine.
Coachinginorganizations:bestcoachingpracticesfromtheKenBlanchard
Companies/byMadeleineHomanandLindaJ.Miller.
p.cm.
Includesbibliographicalreferences(p. )andindex.
ISBN978-0-470-12517-5(cloth)
1.Executivecoaching. 2.Organizationallearning. I.Miller,LindaJ.,1949-
II.Title.
HD30.4.H66 2008
658.3(cid:2)124–dc22 2007034472
PrintedintheUnitedStatesofAmerica.
10 9 8 7 6 5 4 3 2 1
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ForKen,Margie,andScottBlanchard,
foryourconfidenceinandcommitmenttocoaching.
iii
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iv
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Contents
Foreword:KenBlanchard vii
Acknowledgments ix
Introduction xi
PARTI TheBasicsofOrganizationalCoaching
Chapter1 TheHistoryandContextofCoaching 3
Chapter2 CreatingaCoachingClimateinYour
Organization 15
Chapter3 ManagingtheCoachingExperience 59
Chapter4 MeasuringtheSuccessofCoachingin
YourCompany 71
PARTII CoachingSkillsandTechniques
Chapter5 TheCoachingProcessandBasic
CoachingSkills 87
Chapter6 CoachingtoSupportLearning 113
Chapter7 CoachingforPerformance 125
Chapter8 CoachingforLeadershipDevelopment 135
Chapter9 TeamandGroupCoaching 165
Chapter10 DevelopingMasterCoachingSkills 181
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vi CONTENTS
AppendixI SampleCoachingParticipantManual 211
AppendixII SampleCoachingImpactReport 219
Bibliography 227
Index 231
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Foreword
EVERSINCEIWROTEEveryone’saCoachwithHallofFamefootball
coach Don Shula, I’ve been impressed by the difference a good
coachcanmakeforasportsteam.Yetitwasn’tuntilourson,Scott
Blanchard,gotexcitedaboutcoachinganditsimpactonourfield
thatIstartedtorealizehoweffectiveorganizationalcoachingcan
be in helping everyone close the gap between what they know
andwhattheyactuallydo.
When Scott and Madeleine started Coaching.com with the vi-
sion of making it easy for organizations to offer coaching, I was
a big staunch supporter. To increase my understanding of the
coaching field, they insisted that I have my own coach. Real-
izing that I could be a slippery character, they asked Shirley
Anderson—one of the premier coaches in our field—to take me
on.NotonlyhasworkingwithShirleybeenajoy,italsohasled
to a breakthrough in closing the learning/doing gap, a problem
thathasfrustratedmeforalongtime.Allowmetoexplain.
Over the years I found that everybody was excited about The
KenBlanchardCompanies’leadershiptraining,buttoofewwere
putting their new knowledge into practice in a way that really
made a difference in their lives and the lives of those they
touched.Whenwebegantoincorporatecoachingintoourtrain-
ing, the feedback and results were remarkable. People were ac-
tually using what they’d learned. For companies that agree to
give follow-up coaching to their people after training, the bene-
fits far outweigh the cost. That is why Coaching in Organizations
isawelcomeandtimelyadditiontobusinessliterature.
Coaching has arrived as a human development tool, and is
here to stay. Because Madeleine and Linda love to see people
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