Inthissense,the coach has to become a discriminating eclectic,developingakeen sense of judgment to select which threads are bestwovenintothe fabric and those that it would be better to simplythrowaway.Coaching for Leadership is intended to be acherishedcompanion inthat learning journey presented by the world'sgreatestcoaches,including: Marshall Goldsmith, Paul Hersey, BeverlyKay,DaivdUlrich and many more. Contents PART I: FOUNDATIONS OF COACHING 1 Coaching for Behavioral Change 2 Coaching at the Heart of Strategy 3 Situational Leadership and Executive Coaching 4 Coaching and Consultation Revisited: Are They the Same? 5 Demystifying the Coaching Mystique PART II: PORTRAIT OF A LEADER 6 The Accomplished Leader 7 Writing for Leadership: Penning Your Leadership Voice 8 Seeking Value in a Shattered World of Work 9 The Right Stuff of Leadership 10 The Purposeful Leader: A Purpose Checkup 11 When Leaders Are Coaches PART III: CHALLENGES AND FORCES OF CHANGE 12 Awareness Coaching for Men and Women 13 Coaching to Empower 14 Leading Across National Boundaries 15 Coaching for Governance 16 Leadership Insight: Going Beyond the DehydratedLanguageofManagement PART IV: RECOGNIZING AND DEVELOPINGHIGH-POTENTIALS 17 Coaching for Engagement and Retention 18 Coaching Future Lawyer-Leaders: A Case Study 19 Team Building Without Time Wasting 20 Leaders Building Leaders: High-PotentialDevelopmentandExecutive Coaching at Microsoft 21 The Care and Feeding of Hi-Po Leaders 22 Mentoring Is Circular PART V: INTO ACTION 23 Effectively Influencing Decision Makers: EnsuringThatYourKnowledge Makes a Difference 24 From the FastForward Playbook: SuccessfullyTransitionintoBigger Roles 25 Strength in Numbers: The Advantage of Being a

    The worst managers undermine inner work life, often unwittingly.As Teresa Amabile and Steven Kramer explain in The Progress Principle, seemingly mundane workday events can make or break employees’ inner work lives. But it’s forward momentum in meaningful work—progress—that creates the best inner work lives. Through rigorous analysis of nearly 12,000 diary entries provided by 238 employees in 7 companies, the authors explain how managers can foster progress and enhance inner work life every day.The book shows how to remove obstacles to progress, including meaningless tasks and toxic relationships. It also explains how to activate two forces that enable progress: (1) catalysts—events that directly facilitate project work, such as clear goals and autonomy—and (2) nourishers—interpersonal events that uplift workers, including encouragement and demonstrations of respect and collegiality.Brimming with honest examples from the companies studied, The Progress Principle equips aspiring and seasoned leaders alike with the insights they need to maximize their people’s performance.

    In this updated and expanded 10th anniversary edition, internationally known leadership transition expert Michael D. Watkins gives you the keys to successfully negotiating your next move—whether you’re onboarding into a new company, being promoted internally, or embarking on an international assignment.In The First 90 Days, Watkins outlines proven strategies that will dramatically shorten the time it takes to reach what he calls the "breakeven point" when your organization needs you as much as you need the job. This new edition includes a substantial new preface by the author on the new definition of a career as a series of transitions; and notes the growing need for effective and repeatable skills for moving through these changes. As well, updated statistics and new tools make this book more reader-friendly and useful than ever.As hundreds of thousands of readers already know, The First 90 Days is a road map for taking charge quickly and effectively during critical career transition periods—whether you are a first-time manager, a mid-career professional on your way up, or a newly minted CEO.

    That principle is the value of slack, the degree of freedom in a company that allows it to change. Implementing slack could be as simple as adding an assistant to a department and letting high-priced talent spend less time at the photocopier and more time making key decisions, or it could mean designing workloads that allow people room to think, innovate, and reinvent themselves. It means embracing risk, eliminating fear, and knowing when to go slow. Slack allows for change, fosters creativity, promotes quality, and, above all, produces growth. With an approach that works for new- and old-economy companies alike, this revolutionary handbook debunks commonly held assumptions about real-world management, and gives you and your company a brand-new model for achieving and maintaining true effectiveness.

    In constant demand as a coach, speaker, and consultant to companies around the world, David Rock has proven that the secret to leading people (and living and working with them) is found in the space between their ears. "If people are being paid to think," he writes, "isn't it time the business world found out what the thing doing the work, the brain, is all about?" Supported by the latest groundbreaking research, Quiet Leadership provides a brain-based approach that will help busy leaders, executives, and managers improve their own and their colleagues' performance. Rock offers a practical, six-step guide to making permanent workplace performance change by unleashing higher productivity, new levels of morale, and greater job satisfaction.

    But all too often when we interact with people—especially those who report to us—we simply tell them what we think they need to know. This shuts them down. To generate bold new ideas, to avoid disastrous mistakes, to develop agility and flexibility, we need to practice Humble Inquiry.Ed Schein defines Humble Inquiry as “the fine art of drawing someone out, of asking questions to which you do not know the answer, of building a relationship based on curiosity and interest in the other person.” In this seminal work, Schein contrasts Humble Inquiry with other kinds of inquiry, shows the benefits Humble Inquiry provides in many different settings, and offers advice on overcoming the cultural, organizational, and psychological barriers that keep us from practicing it.

    Leaders who understand what's going on around them see what they need to do to achieve the results they want. Bolman and Deal's influential four-frame model of leadership and organizations--developed in their bestselling book, Reframing Organizations: Artistry Choice and Leadership--offers leaders an accessible guide for understanding four major aspects of organizational life: structure, people, politics, and culture. Tapping into the complexity enables leaders to decode the messy world in which they live, see more options, tell better stories, and find strategies that are more effective. Case examples of leaders like Jeff Bezos at Amazon, Howard Schultz at Starbucks, Tony Hsieh at Zappos, Ursula Burns at Xerox, and the late Steve Jobs at Apple provide concrete lessons that readers can put to use in their own leadership. The book's lessons include:How to use structural tools to organize teams and organizations for better results How to build motivation and morale by aligning organizations and people How to map the terrain and build a power base to navigate the political dynamics in organizations How to develop a leadership story that shapes culture, provides direction, and inspires commitment to excellence

    . . joy. As a package-delivery person once remarked, “I don’t know what you do, but whatever it is, I want to work here.”Every year, thousands of visitors come from around the world to visit Menlo Innovations, a small software company in Ann Arbor, Michigan. They make the trek not to learn about technology but to witness a radically different approach to company culture.CEO and “Chief Storyteller” Rich Sheridan removed the fear and ambiguity that typically make a workplace miserable. His own experience in the software industry taught him that, for many, work was marked by long hours and mismanaged projects with low-quality results. There had to be a better way.With joy as the explicit goal, Sheridan and his team changed everything about how the company was run. They established a shared belief system that supports working in pairs and embraces making mistakes, all while fostering dignity for the team.The results blew away all expectations. Menlo has won numerous growth awards and was named an Inc. magazine “audacious small company.” It has tripled its physical office three times and produced products that dominate markets for its clients.Joy, Inc. offers an inside look at how Sheridan and Menlo created a joyful culture, and shows how any organization can follow their methods for a more passionate team and sustainable, profitable results. Sheridan also shows how to run smarter meetings and build cultural training into your hiring process.Joy, Inc. offers an inspirational blueprint for readers in any field who want a committed, energizing atmosphere at work—leading to sustainable business results.

     Drawing on years of experience training more than 10,000 busy managers from around the globe in practical, everyday coaching skills, Bungay Stanier reveals how to unlock your peoples' potential. He unpacks seven essential coaching questions to demonstrate how--by saying less and asking more--you can develop coaching methods that produce great results. – Get straight to the point in any conversation with The Kickstart Question – Stay on track during any interaction with The Awe Question – Save hours of time for yourself with The Lazy Question – and hours of time for others with The Strategic Question – Get to the heart of any interpersonal or external challenge with The Focus Question – and The Foundation Question – Ensure others find your coaching as beneficial as you do with The Learning Question A fresh innovative take on the traditional how-to manual, the book combines insider information with research based in neuroscience and behavioural economics, together with interactive training tools to turn practical advice into practiced habits. Witty and conversational, The Coaching Habit takes your work--and your workplace--from good to great. "Coaching is an art and it's far easier said than done. It takes courage to ask a question rather than offer up advice, provide and answer, or unleash a solution. giving another person the opportunity to find their own way, make their own mistakes, and create their own wisdom is both brave and vulnerable. In this practical and inspiring book, Michael shares seven transformative questions that can make a difference in how we lead and support. And he guides us through the tricky part - how to take this new information and turn it into habits and a daily practice. --Brené Brown, author of Rising Strong and Daring Greatly

    In The No Complaining Rule: Positive Ways to Deal with Negativity at Work, Jon Gordon, a bestselling author, consultant and speaker, shares an enlightening story that demonstrates how you can conquer negativity and inspire others to adopt a positive attitude. Based on one company's successful No Complaining Rule, the powerful principles and actionable plan are practical and easy-to-follow, making this book an ideal read for managers, team leaders and anyone interested in generating positive energy.

     The master teacher of positive change through powerful communication, Susan Scott wants her readers to succeed. To do that, she explains, one must transform everyday conversations employing effective ways to get the message across. In this guide, which includes exercises and tools to take you step by step through the Seven Principles of Fierce Conversations, Scott teaches readers how to: * Overcome barriers to meaningful communication * Expand and enrich conversations with colleagues, friends, and family * Increase clarity and improve understanding * Handle strong emotions-on both sides of the table

    This book equips you with the skills, disciplines, and knowledge to turn your paycheck-driven teams into vibrant and successful growth cultures. CEO and Head Coach of Building Champions, Daniel Harkavy shows you how to move beyond the theoretical to the very practical how to of coaching. He also presents valuable insight for assessing how fulfilled and on-purpose you are as a leader.

    We're expected to be authentic but not too authentic. Professional but not stiff. Friendly but not an oversharer.As organizational consultants and regular people, we know what it's like to experience uncomfortable emotions at work - everything from mild jealousy and insecurity to panic and rage. Ignoring or suppressing what you feel hurts your health and productivity but so does letting your emotions run wild.In this book we'll help you figure out which emotions to toss, which to keep to yourself, and which to express in order to be both happier and more effective. We'll share the latest research and helpful tips, and reveal the surprising reason why you'll actually be more healthier and focused if you're less passionate about your job.Drawing on what we've learned from behavioural economics, psychology and our own experiences at countless organizations, we'll show you how to bring your best self (and your whole self) to work every day.

    While this advice may work for everyday life, it is, as Kim Scott has seen, a disaster when adopted by managers.Scott earned her stripes as a highly successful manager at Google and then decamped to Apple, where she developed a class on optimal management. She has earned growing fame in recent years with her vital new approach to effective management, the “radical candor” method.Radical candor is the sweet spot between managers who are obnoxiously aggressive on one side and ruinously empathetic on the other. It’s about providing guidance, which involves a mix of praise as well as criticism—delivered to produce better results and help employees achieve.Great bosses have strong relationships with their employees, and Scott has identified three simple principles for building better relationships with your employees: make it personal, get (sh)it done, and understand why it matters.Radical Candor offers a guide to those bewildered or exhausted by management, written for bosses and those who manage bosses. Taken from years of the author’s experience, and distilled clearly giving actionable lessons to the reader; it shows managers how to be successful while retaining their humanity, finding meaning in their job, and creating an environment where people both love their work and their colleagues.

    "We spend more time working than doing anything else in life. It's not right that the experience of work should be so demotivating and dehumanizing." So says Laszlo Bock, head of People Operations at the company that transformed how the world interacts with knowledge. This insight is the heart of WORK RULES!, a compelling and surprisingly playful manifesto that offers lessons including:Take away managers' power over employeesLearn from your best employees-and your worstHire only people who are smarter than you are, no matter how long it takes to find themPay unfairly (it's more fair!)Don't trust your gut: Use data to predict and shape the futureDefault to open-be transparent and welcome feedbackIf you're comfortable with the amount of freedom you've given your employees, you haven't gone far enough. Drawing on the latest research in behavioral economics and a profound grasp of human psychology, WORK RULES! also provides teaching examples from a range of industries-including lauded companies that happen to be hideous places to work and little-known companies that achieve spectacular results by valuing and listening to their employees. Bock takes us inside one of history's most explosively successful businesses to reveal why Google is consistently rated one of the best places to work in the world, distilling 15 years of intensive worker R&D into principles that are easy to put into action, whether you're a team of one or a team of thousands. WORK RULES! shows how to strike a balance between creativity and structure, leading to success you can measure in quality of life as well as market share. Read it to build a better company from within rather than from above; read it to reawaken your joy in what you do.