The Coaching Connection: A Manager's Guide to Developing Individual Potential in the Context of the Organization

The Coaching Connection: A Manager's Guide to Developing Individual Potential in the Context of the Organization

The Coaching Connection: A Manager's Guide to Developing Individual Potential in the Context of the Organization

The Coaching Connection: A Manager's Guide to Developing Individual Potential in the Context of the Organization

Synopsis

Coaching has traditionally focused entirely on the individual... sometimes even at the expense of improving measurable business results for the company. Now, The Coaching Connection shows managers how they can use contextual coaching to simultaneously promote both individual and organizational growth. The book helps readers align what individual contributors do best with what organizations need most, ensuring everyone involved their highest probability for success.

Readers will find a coaching methodology that takes into consideration factors such as strategy, organizational structure, corporate culture, and company-wide communication. The book includes a 360-degree assessment covering the ten most essential skill sets of well-balanced and effective leaders, as well as systems for measuring and managing talent. This is an essential guidebook for companiesseeking to improve their people... and their bottom line results.

Excerpt

“Engaging in an executive coach for your high performing
talent tells them that they are valued and that you are
investing in their future. A coach builds awareness around
successes and failures and provides a supportive partner who
reflects the commitment to your executive’s personal and
professional long-term success.”

—Judy Jackson
Senior Vice President
Head of Human Resources
Digitas

Executive coaching has often in the past been used to remediate damaging behaviors demonstrated by those with enough institutional authority to do significant damage to people and to the organization that employs them. When powerful executives behave badly by making ill-advised financial or organizational . . .

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