Brilliant Coaching 3e: How to be a brilliant coach in your workplace

241 Pages·2017·3.42 MB·English

BRILLIANT
EVERYONE HAS THE POTENTIAL TO BE A BRILLIANT COACH.
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Great coaching increases engagement, learning and performance, so I
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it’s a must-have skill that enables you to get the best from your people
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and teams. Brilliant Coaching shows you how to unlock your natural and I COACHING
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innate coaching ability, to reap fast and visible results.
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With simple methods developed and proven in business, you’ll find what T
it takes to be a leader or manager who can coach, and use powerful
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coaching principles in everyday scenarios.
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• Feel confident in your ability to be a great coach A
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• Put core coaching skills into action
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• Increase performance in your workplace I
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‘Extremely effective tips on coaching principles backed up by true-
to-life examples and exercises throughout. A “brilliant” tool for
success.’
Stephen R. Covey, author, The 7 Habits of Highly Effective People and JULIE STARR 3rd Edition
The 8th Habit: From Effectiveness to Greatness
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Visit our website at £14.99 O IE
www.pearson-books.com BUSINESS ROLL & C STA
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brilliant
coaching
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brilliant
coaching
third edition
How to be a brilliant coach in your workplace
Julie Starr
Harlow, England • London • New York • Boston • San Francisco • Toronto • Sydney • Dubai • Singapore • Hong Kong
Tokyo • Seoul • Taipei • New Delhi • Cape Town • São Paulo • Mexico City • Madrid • Amsterdam • Munich • Paris • Milan
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Pearson education Limited
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Harlow CM20 2JE
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Tel: [phone]
Web: www.pearson.com/uk
First published 2008 (print)
Second edition published 2012 (print and electronic)
Third edition published 2017 (print and electronic)
© Pearson Education Limited 2008 (print)
© Pearson Education Limited 2012, 2017 (print and electronic)
The right of Julie Starr to be identified as author of this work has been asserted
by her in accordance with the Copyright, Designs and Patents Act 1988.
The print publication is protected by copyright. Prior to any prohibited repro-
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Pearson Education is not responsible for the content of third-party internet sites.
ISBN: 978–1-292–13907–4 (print)
978–1-292–13908–1 (PDF)
978–1-292–13909–8 (ePub)
British Library Cataloguing-in-Publication Data
A catalogue record for the print edition is available from the British Library
Library of Congress Cataloging-in-Publication Data
A catalog record for the print edition is available from the Library of Congress
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Print edition typeset in Plantin MT Pro 10/14 pt by SPi Global
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NOTE THAT ANY PAGE CROSS-REFERENCES REFER TO THE PRINT
EDITION
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Contents
Acknowledgements vi
About the author vii
Introduction viii
part 1 Awareness 1
1 What is coaching? 3
2 Coaching as an enabler of engagement 19
3 What is the mindset of a coaching manager? 35
4 How does our ego limit our ability to coach? 43
part 2 Ability 59
5 Building rapport or relationship 63
6 Focused listening 75
7 Effective questioning 85
8 A flexible style of influence 101
9 Constructive feedback 117
part 3 Application 135
10 Off-line: when the individual has the topic or agenda 141
11 Off-line: when the manager has the topic or agenda 163
12 Off-line: when both the individual and the manager
have things to discuss 185
13 On-line: Response Coaching 199
part 4 Action 211
14 Take your learning forward 213
Index 221
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Acknowledgements
There are many people who have contributed to the development of
the ideas and thoughts in the book, and I trust I’ve remembered to
acknowledge most of them. So I would like to express gratitude for
the work of the following people: Richard Bandler, Brandon Bays,
Kevin Billett, Deepak Chopra, Dr Stephen Covey, Frank Daniels,
Landmark Education, Milton H. Erickson, John Grinder, Byron
Katie, Caroline Myss, M. Scott Peck, Anthony Robbins, Eckhart
Tolle and Brian Tracey.
I’d also like to thank Eloise Cook and Rachel Raymond for their
challenges, thoughts and ideas in preparation of the text.
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About the author
Julie starr is a coach and consultant with over 20 years of expe-
rience of working to promote change in business. Her methods,
models and approaches are used to develop positive coaching
practice around the world. The founder of Starr Consulting, she
develops applications of coaching that impact both the individual
and the organisation.
Julie is author of The Coaching Manual (Prentice Hall, 2016) which
defines the principles and practices of personal coaching. Her book
The Mentoring Manual (Prentice Hall, 2014) provides simple struc-
tures and approaches to build effective mentor relationships. Her
first novel for young adults is Magic to Memphis (Ruffdogbooks,
2014). As well as regular speaking engagements, Julie consults and
provides coaching to leaders of organisations in the UK, Europe and
the USA. To find out more, check out www.starrconsulting.co.uk
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Introduction
W
elcome to the third edition of Brilliant Coaching.
This book focuses on one distinct application of
coaching: coaching in the workplace. In particular,
how to apply coaching to help others perform well in their job
or role at work, while increasing their skills or learning.
In this new edition, you’ll find many of the previous methods and
tools proven over almost 20 years of my, and my team’s, work with
this topic. You’ll also find fresh information and routines, based on
our continued study and practice in the field. For example, engage-
ment is now a huge topic for organisations as the true impact of
engagement levels upon performance becomes clear. So I’ll cover
that early on in Chapter 2 in order to illustrate how coaching is a
critical link in the need to engage and enliven people at work.
We’ve also introduced free-to-download coaching materials in the
online toolkit of our website www.starrconsulting.co.uk. You’ll find
these located in the Online Tool Box Area, in The Coaching Manual
section.
I wonder why you have picked up this book? Perhaps to gain fur-
ther awareness and ability, or maybe to help you decide when and
who to coach? Whatever your reasons, I’ll say welcome. So to help
you get the most out of the book, let’s take a brief look at how the
book is designed to work.
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Introduction ix
About this book
The book is split into four parts:
● Part 1: Awareness
● Part 2: Ability
● Part 3: Application
● Part 4: Action
Here’s how each of these parts will help you to adopt the princi-
ples and behaviours of coaching.
Part 1: Awareness – what is coaching and how does it work?
The first part of this book explains coaching in the context of an
organisation or your workplace. You’ll find clear definitions of
what coaching is, and what it is not. We’ll also examine what it
means to be a manager or leader who coaches others, and also
how your mindset or attitude needs to shift. By reflecting on your
own role, situation and challenges, we’ll help you frame your own
thinking and decide how coaching can work for you.
I will often talk to you as though you are already a manager and/or
a leader. Please know that you do not have to have the formal role
of manager to benefit from the ideas in this book. If you work in
an environment where you have regular conversations with others,
then the skills of coaching can benefit you. If you are in a role
where helping others to work better or to be more engaged and
effective would really help (them or you), I’m confident that coach-
ing has something to offer.
Part 2: Ability – what are the skills you need to develop?
In the second part of the book we’ll examine the key skills you’ll
need to develop, such as effective questioning and giving feed-
back. Many of these skills are relevant outside managing or
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