The Coaching Manager

Dr. James M. Hunt is an associate professor of management and former Chair of the Management Division at Babson College, in Wellesley, Massachusetts. There he teaches leadership, talent development and creativity. James has consulted to numerous business and health care organizations on the development of an organizational coaching capability, executive coaching, and talent development by managers. His current research is on the relationship between creativity, uncertainty and career development. He co-lead the design of Babson's innovative Talent Management course in the MBA Program and lead the redesign team for Babson's flagship course, Foundations of Management and Entrepreneurship. Formerly, he was faculty co-director of the Babson College Coaching for Leadership and Teamwork Program and a founder and former faculty co-director of the Babson Executive Education Coaching Inside the Organization program, designed for organizational development and human resource professionals. James is coauthor of the book The Coaching Organization: A Strategy for Developing Leaders, a groundbreaking study of best practice companies and coaching, published by Sage (2007). Dr. Hunt graduated from the Massachusetts Institute of Technology with a bachelor's of science degree and received a doctorate in business administration from Boston University Graduate School of Management, where he studied career and leadership development and work/life balance Dr. Joseph R. Weintraub is a professor of management and organizational behavior at Babson College in Wellesley, Massachusetts where he serves as the founder and faculty director of the Babson Coaching for Leadership and Teamwork Program. He is also the faculty director of the Management Consulting Field Experience Program at Babson, an experiential project management program providing consulting services to both the for profit and not-for-profit sectors. Dr. Weintraub is an industrial-organizational psychologist who focuses in the areas of individual and organizational effectiveness including leadership development, coaching, team effectiveness, innovation, and performance management. His work on coaching has received several awards, including the "Management Development Paper of the Year" from the Academy of Management. He is the coauthor of The Coaching Organization: A Strategy for Developing Leaders (Sage, 2007). Dr. Weintraub's work has appeared in a number of publications including the MIT Sloan Management Review, Organizational Effectiveness, The Wall Street Journal, the Journal of Management Education, and The European Financial Review. Dr. Weintraub serves as Faculty Director at Babson Executive Education, where he is the cofounder and codirector of Coaching Inside the Organization, an innovative certification program for internal organizational coaches. In addition to his work at Babson, Dr. Weintraub is also president of Organizational Dimensions, a management consulting and assessment firm based in Wellesley. He spends much of his consulting practice in helping organizations to develop their own coaching managers. He also develops and delivers leadership development programs in a variety of organizations around the world. His clients have included General Electric, Bose, Fidelity Investments, Citizens Bank, EMD Serono, Boston Children's Hospital, Ocean Spray, and T-Mobile. He is also the co-developer of InnoQuotient, a comprehensive survey tool that measures the culture of innovation in organizations. Dr. Weintraub received his B.S. in psychology from the University of Pittsburgh and both his M.A. and Ph.D. degrees in industrial-organizational psychology from Bowling Green State University. He can be contacted at weintraub@babson.edu.

Preface 1. Introduction - The Coaching Manager Coaching Can Help, For Employees Who Want to Learn Why Don't More Managers Coach? Developmental Coaching Coaching and Learning The Coaching Manager and Emotional Intelligence Coaching Isn't the Same as Mentoring Coaching: Everybody Learns 2. An Overview of Developmental Coaching Developmental Coaching: An Example Why Such a Simple model? A Coaching Friendly Context A "Coaching Mindset" on the Part of the Coaching Manager The Coach-able Learner Making It Work: The Transition to Becoming a Coaching Manager Stopping the Action and Starting the Dialogue: Creating Coaching Opportunities The Coaching Mirror Providing Balanced Feedback Collaboratively Interpreting the Meaning of Performance Gaps Setting a Goal for Change and Following-Up As You Experiment with Coaching 3.: The Coaching Manager and the "Coaching Mindset" Coaching Managers Focus on Running a Business The Naturals The Manager Who Learns to Coach Can Anyone Learn to Coach? The Coaching Mindset: An Over-riding Attitude of Helpfulness The Coaching Manager Self-Assessment 3.1 Your Foundation for Learning to Coach 4. The "Coach-able" Learner The Question of "Coach-Ability" Case 4.1 - The reluctant coachee? In General, People Do Want to Be Coached Hallmarks of the "Coach-able" Learner The Problem of Impression Management Barriers to Coaching: What Does a Lack of Coach-ability Look Like? Coach-ability: Treat Each Individual as an Individual 5. Creating a Coaching Friendly Context Case 5.1 - Financial Co. A learning context? The Coaching Friendly Context Defined Coaching Friendly Context and the High Performance Organization Creating the Coaching Friendly Context in Your Business Unit Case 5.2 - Fred the Coach Protecting a Coaching Friendly Context Over Time 6.: Stopping the Action and Starting a Coaching Dialogue Case 6.1 - George, the Struggling Team Leader Seizing a Coaching Opportunity with a Coaching Mindset Stopping the Action and Starting the Dialogue: Practice Cases Case 6.2 - Is John Headed for Burnout? Case 6.3 - Samantha, The Frustrated Superstar 7. Focusing on What Is Important Not Just Process, But Results What Should Pay Attention To: Competency If Your Company Has a Competency Model If Your Company Does Not Have a Useful Competency Model The Coaching Manager as Teacher Strengths that area Used Self-Assessment 7.1 - How Clear Are You and Your Direct Reports 8.: Observing What is Important, Effectively Why is Performance Data: Even Observational Data, Suspect? The Real Problem: Our Tendency to Draw Inferences from Selected Data Error and Expectations: What You See Is What You Get Getting the Most From Direct Observation and Other Approaches The Coaches's Role The Coaching Manager as Observer, Not Actor Exercise 8.1 - Observation and Inference 9. Providing Balanced and Helpful Feedback The Benefits of Feedback The Problem with Feedback Your Development as a Provider of Feedback The Basics of Providing Balanced Feedback The Emotional Impact of Feedback Maximizing the Value of the Imperfect Instrument that is Feedback 10. What Does It All Mean? Collaboratively Interpreting What Needs to Change Case 10.1 - What's going on with Jack? Do You Need to Know Why? The Coaching Dialogue Root Causes The Importance of Getting it Right When Interpreting Performance 11. Goal Setting and Follow-Up, Making Change Happen Planned Development Exercise 11.1 - Your Own Development Plan Setting Goals How People Change Building Commitment for Learning and Change Goal Setting and Follow-Up: Conclusions Coach-ability: Treat Each Individual as an Individual 12. Coaching and Career Development An Overview of Career Development in the Modern Organization Personal Career Planning Using Developmental Coaching to Address Career Issues Coaching for Career Development, Some Examples Case 12.1 - The Employee Who is Bored with his Job Case 12.2 - The Employee Who Wants to Move Up (Too Fast!) Case 12.3 - The Employee Who is Good at his Work but Hates It Case 12.4 - The Employee with Work/Family Concerns Developmental Coaching and Career Development: Conclusions 13. Developmental Coaching and "Performance Problems" Causes of Performance Problems Addressing Performance Problems: Some Coaching Guidelines 14. Using Coaching to Leverage the Investment in the Classroom The Nature of the Problem Transfer of Learning Case 14.1 - The Wrong Executive Education Experience at the Wrong Time Case 14.2 - Leadership Education that Helped Case 14.3 - The Challenge of Becoming More Strategic Making the Most of Classroom Learning The Classroom and the Coaching Manager Epilogue: Coaching and Organizations, a Final Word Will Technology Help? Can Coaching be Delegated? The Relationship with the Coaching Manager is the Key What Should Organizations Do? A Final Word for Our Coaches, Old and New References Author Biographies

"Managers and entrepreneurs alike will find The Coaching Manager to be of immense value in learning to coach as well as creating a coaching-friendly environment. Hunt and Weintraub give us an approach to coaching that managers can start using immediately. This book belongs on every manager's bookshelf." -- Arthur M. Blank "THE COACHING MANAGER provides real-world strategies for developing people in any organization. Hunt and Weintraub bring together a new model of coaching along with a solid understanding of how business works. A must read for leaders at all levels." -- Roger Enrico "Hunt and Weintraub impart solid insight and advice for developing leadership talent and inspiring performance through an innovative coaching model. The depth of their research and experience with thousands of managers is relevant to any business leader interested in aligning talent with their organization. I have participated in their leadership coach training program and recommend it to all leaders who value, support, and encourage their most precious assets, the employees..." -- Patricia A. Hickey, R.N. M.S. M.B.A "A rich, wonderful resource for all managers wanting to develop the potential of their people. In this one volume, you'll find all the guidance, tools, and examples needed to become a master coach. In a world where the capacity to coach is no longer nice-to-have but a necessity-to-know, this is the book to buy." -- Jay A. Conger "The book covers the need for coaching, the best way to approach certain employees who might not seem coachable, how a manager can improve his own coaching skills, and much more" -- BizEd