Transforming a Culture through Coaching
Watch coaches on the sidelines of a game. Collaborative coaches coax, urge, ask questions and draw diagrams. The team gathers around. Conversation is open and transparent.
Bosses differ in their approach. They direct, tell and make statements.
That we are more and more using the word "coaching" to describe what goes on inside today's progressive work environments is no accident. Leaders today specifically chose the word to describe the same kind of teamwork that occurs during a sporting event. New leaders envision their jobs as eliciting – in lieu of demanding – the best performance possible from the team.
In the third addition of THE HEART OF COACHING: USING TRANSFORMATIONAL COACHING TO CREATE A HIGH-PERFORMANCE COACHING CULTURE, author Thomas G. Crane describes the structure for creating the level of trust and support needed to work with the different generations that perform side-by-side in many of today's businesses.
He urges leaders to get out of the old-school "boss" mindset to adopt a broader, collaborative model, which he sees as a key to survival in our fast-changing economy.
Crane describes the differences between the boss and the coach this way:
While the boss is pushing people for higher and better performance, the coach is asking questions of his/her team members to find out what they think needs to happen next.
The coach invites creativity and fosters confidence, while the boss tells people what to do – no thinking required.
While the boss focuses only on the bottom line, the coach is looking at both performance and results.
The slogan of the boss might be "Never let them see you sweat." The coach is not afraid to sweat, or to show that he does not know all the answers; he asks questions designed to elicit the best information from the people doing the job.
THE HEART OF COACHING leads coaches and their teams to a common language, shared culture and people-oriented learning. The coaching is not just from coach to team members; it travels up, down and sideways, from manager to direct report and back, manager to manager, peer to peer – almost any direction you can think of.
The author is a consultant and speaker who helps leaders develop new workplace cultures by embracing coaching as a primary method of communication designed to enhance both individual and team effectiveness. He has worked for the last 18 years in small and large organizations.
ABOUT THE BOOKTHE HEART OF COACHING: USING TRANSFORMATIONAL COACHING TO CREATE A HIGH-PERFORMANCE COACHING CULTURE240 pages Publisher: F T A Press ISBN-13: 978-0966087437
Bosses differ in their approach. They direct, tell and make statements.
That we are more and more using the word "coaching" to describe what goes on inside today's progressive work environments is no accident. Leaders today specifically chose the word to describe the same kind of teamwork that occurs during a sporting event. New leaders envision their jobs as eliciting – in lieu of demanding – the best performance possible from the team.
In the third addition of THE HEART OF COACHING: USING TRANSFORMATIONAL COACHING TO CREATE A HIGH-PERFORMANCE COACHING CULTURE, author Thomas G. Crane describes the structure for creating the level of trust and support needed to work with the different generations that perform side-by-side in many of today's businesses.
He urges leaders to get out of the old-school "boss" mindset to adopt a broader, collaborative model, which he sees as a key to survival in our fast-changing economy.
Crane describes the differences between the boss and the coach this way:
While the boss is pushing people for higher and better performance, the coach is asking questions of his/her team members to find out what they think needs to happen next.
The coach invites creativity and fosters confidence, while the boss tells people what to do – no thinking required.
While the boss focuses only on the bottom line, the coach is looking at both performance and results.
The slogan of the boss might be "Never let them see you sweat." The coach is not afraid to sweat, or to show that he does not know all the answers; he asks questions designed to elicit the best information from the people doing the job.
THE HEART OF COACHING leads coaches and their teams to a common language, shared culture and people-oriented learning. The coaching is not just from coach to team members; it travels up, down and sideways, from manager to direct report and back, manager to manager, peer to peer – almost any direction you can think of.
The author is a consultant and speaker who helps leaders develop new workplace cultures by embracing coaching as a primary method of communication designed to enhance both individual and team effectiveness. He has worked for the last 18 years in small and large organizations.
ABOUT THE BOOKTHE HEART OF COACHING: USING TRANSFORMATIONAL COACHING TO CREATE A HIGH-PERFORMANCE COACHING CULTURE240 pages Publisher: F T A Press ISBN-13: 978-0966087437
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