Coaching

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  • Why is this topic important? Because executive coaching has grown rapidly in recent years, many human resource professionals and their clients need information to help them know when and how to use coaching for their organizations. Most of the books on the market are “how-to” books, with very little material to assist HR people in becoming savvy consumers of coaching services. The topics and materials in this book can serve as a practical guide to learn more about what coaching is and how to best use it in the organization. ...

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  • Aproject of this scope can only be realized through the outstanding contributions of a great team of people. Accordingly, the editors wish to acknowledge the spirit, creative talent, drive, and contributions of many. First, we’d like to thank our 50 coaches for so generously contributing their time and best thinking in an honest and open dialogue. In particular, Jim Kouzes was instrumental in the development of our ideas and our knowledge of top coaches, and generous with his perspectives and critique....

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  • Everyone is talking about coaching. As people who work within the field of learning and development, we find that we are constantly asked for training in coaching skills and to help organizations introduce coaching schemes. Line managers are told that an important part of their role is coaching. Trainers are increasingly asked to coach individuals. In researching background material for training courses we have found that much of the training and reading material available focuses on the skills of a coach – the art of active listening, asking questions, and summarizing action points.

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  • This book is about mentoring-coaching. It shows how mentoring and coaching are so inseparably linked that they are best viewed as a single process. Hence the hyphen. Research has indicated that there is much for organizations to gain by building mentoring-coaching into the daily practice of leaders and managers at all levels and in all kinds of organization. In work undertaken by Hay McBer and by Daniel Goleman et al.

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  • .About This Book Why is this topic important? Because executive coaching has grown rapidly in recent years, many human resource professionals and their clients need information to help them know when and how to use coaching for their organizations. Most of the books on the market are “how-to” books, with very little material to assist HR people in becoming savvy consumers of coaching services. The topics and materials in this book can serve as a practical guide to learn more about what coaching is and how to best use it in the organization. ...

    pdf216p augi19 10-04-2012 37 18   Download

  • If you are involved in business training or coaching, this really is the only book you will ever need. Before now, coaching was a muddle of single-model approaches, so finding the right model to get the best results was never certain. In Performance Coaching, Dr. Angus McLeod brings together the fundamentals of all the best practices in coaching and builds up from this foundation. Unlike so many of the coaching books already on the market, this book is for the coaches, not for the clients.

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  • "The Coaching Manual is the most current, comprehensive, practical, best-illustrated coaching source I have ever seen." " Dr Stephen Covey, author of 7 Habits of Highly Effective People" This is the practical, readable guide to the skills, insights and perspectives of a highly effective personal coach! Whether you're new to coaching, or have been practicing for some time, The Manual is packed with information that will develop your coaching skills. The Manual provides expert guidance on both what to do and how to do it, right from the start.

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  • This book will help you coach other people simply and easily to improve their performance at work and in any other areas of their lives. We have brought this book together after many years of practice, development, refinement, modelling and analysing what really works for coaches. We have incorporated some of the techniques from disciplines such as NLP (neuro-linguistic programming). Other techniques are just ‘common sense’. And some we developed because we couldn’t find anything else that worked to our satisfaction.

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  • While a great deal has been written about coaching individuals, there has been relatively little investigation of coaching teams at work. Yet in discussions with senior human resource and organizational development professionals, this ability is consistently cited as one of the most serious weaknesses in the capability set of managers at all levels. Even in organizations that have made considerable steps towards becoming coaching cultures, 1 the focus of attention for that coaching is the individual. However, few people in organizations work alone.

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  • Since you’re reading this, I imagine you want to make some changes to your life, but you’re not entirely sure how to go about it. You’re not alone. That’s why there’s been such a phenomenal growth in life coaching in Britain and many other countries in the past few years. The first time I heard the term was in a talk by the inspirational motivational speaker and author, Anthony Robbins, ten years ago. ‘Some people call me a guru,’ he said, ‘but that’s not true. I’m not a guru, I’m a coach. I coach people to get the best out of themselves.’...

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  • People talk lots of hokum about life coaching. Life coaching television programmes, magazines and newspaper columns range in quality from the powerful and inspirational through to the downright misleading and dangerous. True life coaching isn’t about some guru telling you how you should live. Yes, you may be tempted to bask in the comfort of an expert who can fix your life, your fashion sense, your body flaws and your emotional angst. But these fixes are too often like an elegant sticking plaster. Changes don’t last, unless a real change has come from deep within you.

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  • WANT TO INVITE YOU to join me in a personal journey of selfexploration and discovery. This is a book about coaching people to develop their emotional intelligence. You cannot approach this topic as a coach without taking a close look at yourself and the life experiences, beliefs, attitudes, assumptions, and personal abilities that have shaped the development of your own emotional intelligence. There is an underlying assumption present in all coaching: that the coach has developed deeper mastery of the knowledge and skills of a topic than the person receiving the coaching.

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  • If you’re not growing, you’re dying. It’s a basic rule of life here on earth and in the business world today. It’s what drives most of us to be better at what we do and who we are. It’s the desire to “be more.” Because of this desire, the term “coaching” has caught the attention of both the personal-growth and business worlds, creating a multibillion-dollar-a-year industry and a situation in which everyone wants a coach.

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  • This coaching toolkit contains a selection of forms, models and exercises, and an explanation of how and when to use them. We have also included a chapter on setting up the coaching relationship, which provides valuable resources on managing the coaching relationship and your own continuous development. The toolkit is designed to be used like a reference document so that you can dip into the topic you need when you need it. Each tool contains an overview and model diagram so that you get both the words and the big picture.

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  • Welcome to the second edition of Co-Active Coaching. It is an extraordinary experience to look back and see how much the world of coaching has changed in just a few short years. Back in 1998 when the first edition was published, if you told people you were a coach, their automatic response would likely have been, “Oh? What sport?” Today, the profession of coaching as we know it is widespread, familiar to most, and growing continuously. In our view, it is the demand and desire for coaching that is pulling the profession ever more deeply into the world.

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  • I have been coaching top executives for a decade. In this book I am going to share my secrets of masterful coaching with leaders at all levels.When I wrote Masterful Coaching in 1995, I said that I wanted to map the territory of coaching. I declared that coaching was about expanding people’s capacity to realize an impossible future and win in the great game of business. I articulated the notion that the fastest, most powerful way to develop extraordinary leaders is to coach them to produce extraordinary and tangible results.

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  • As a creative director, business owner or manager of a creative team, the chances are you already coach your people to an extent - and you may be better at it than you realise. But there's also a fair chance that you have received little support in developing your people management skills. In the creative industries, so much attention is lavished on creative ‘talent’ and the products of creativity that vital aspects of the creative process are often overlooked.

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  • This book came about during a conversation at an Association for Coaching event in London. Katherine Tulpa and I reflected on the need for a single guide to coaching practice that would bring current issues together. With the help of the back of an envelope and a delayed train from King’s Cross station this book moved from a vague conversation over coffee to a book proposal. The simple idea was to bring together the top English-speaking coaching writers to contribute to a single book.

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  • If you have already studied to become a coach you already know the answer to this question. If you think you know exactly what coaching is then you can afford to skip a few pages to Chapter 2 and start thinking about how to develop your coaching skills to the point at which you can run a successful coaching business. If you have any doubts whatsoever then read on. Knowing exactly what we mean by ‘coaching’ is not always as simple as it seems.

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  • I must begin by acknowledging my bias. I know Carol well, have experienced her delivery of coaching, and I admire her track record with Richard Branson at Virgin, with the Association for Coaching, and elsewhere. Furthermore it is largely because of all this that she now works with me at Performance Consultants International. It is therefore fairly obvious that I am going to be upbeat about her contribution to the growing coaching library. However, those that know me are aware that I am not inclined to hold back if I don’t like something.

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