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Book Categories |
Preface | ||
Acknowledgments | ||
1 | Introduction: The Coaching Manager | 1 |
2 | An Overview of Developmental Coaching | 14 |
3 | The Coaching Manager and the "Coaching Mind-Set" | 33 |
4 | The "Coach-Able" Learner | 51 |
5 | Creating a Coaching Friendly Context | 72 |
6 | Stopping the Action and Starting a Coaching Dialogue | 90 |
7 | Focusing on What is Important | 109 |
8 | Observing What is Important, Effectively | 123 |
9 | Providing Balanced and Helpful Feedback | 139 |
10 | What Does it all Mean? Collaboratively Interpreting What Needs to Change | 157 |
11 | Goal Setting and Follow-Up: Making Change Happen | 172 |
12 | Coaching and Career Development | 187 |
13 | Developmental Coaching and Performance Problems | 204 |
14 | Using Coaching to Leverage the Investment in the Classroom | 219 |
Epilogue: Coaching and Organizations, a Final Word | 232 | |
References | 241 | |
Index | 245 | |
About the Authors | 251 |
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