The Coaching Handbook. An Action Kit for Trainers & Managers 

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• 1. Table of Contents

• 2. BackCover

• 3. The Coaching Handbook - An Action Kit For Trainers Managers

• 4. Introduction

• 5. Part 1: The Coaching Process

  Chapter List

• 6. Chapter 1: What is Coaching?

  Overview

• 7. Development needs

  Development needs

• 8. Development - core values and beliefs

  Development core values and beliefs

• 9. Training

  Training

• 10. Mentoring

  Mentoring

• 11. Counselling

  Counselling

• 12. Line management

  Line management

• 13. Benefits of coaching

  Benefits of coaching

• 14. Summary

  Summary

• 15. Chapter 2: Learning Theories

  Theory of competence Unconscious incompetence Conscious incompetence Conscious competence Unconscious competence

• 16. Kolb s learning cycle

  Kolbs learning cycle Honey and Mumfords learning styles

• 17. Barriers to learning

  Barriers to learning Previous experience Lack of confidence Lack of motivation Fear of change Fear of failure Old dog syndrome Physicalmental condition

• 18. Personal working styles

  Personal working styles Hurry Ups Try Hards Be Strongs Be Perfect Please People

• 19. Areas and levels of learning (Bloom s taxonomy)

  Areas and levels of learning (Blooms taxonomy) Cognitive domain (knowledge) Affective domain (attitudes) Psychomotor domain (skill)

• 20. Chapter 3: Introducing the Coaching Model

  Overview

• 21. Chapter 4: Job description, Skills and Qualities of a Coach

• 22. Chapter 5: Preparing to Coach

  Preparing yourself

• 23. Preparing the coaching environment

  Preparing the coaching environment

• 24. Preparing the coachee

  Preparing the coachee

• 25. Chapter 6: Stage 1: Clarifying Coaching Needs and Goals

  Overview

• 26. What you do

  What you do Is coaching the right approach? Initial conversations

• 27. What could go wrong

  What could go wrong

• 28. Skills required

  Skills required

• 29. Chapter 7: Stage 2: Agreeing Specific Development Needs

  Overview

• 30. What you do

  What you do Build rapport Identify needs Develop the objectives

• 31. What could go wrong

  What could go wrong

• 32. Skills required

  Skills required

• 33. Chapter 8: Stage 3: Formulating a Detailed Plan for Coaching

  Overview

• 34. What you do

  What you do Having an experience Reflecting on the experience Making sense of the experience Doing it differently Repeating the experience

• 35. What could go wrong

  What could go wrong

• 36. Skills required

  Skills required

• 37. Chapter 9: Stage 4: Doing a Task or Activity

  Overview

• 38. What you do

  What you do Simulation or real life? Collecting evidence Intervention when and how Getting feedback from others Output data

• 39. What could go wrong

  What could go wrong

• 40. Skills required

  Skills required

• 41. Chapter 10: Stage 5: Reviewing Activities and Planning Improved Performance

  Overview

• 42. What you do

  What you do Tips to help your coachee relax What comes first self-evaluation or feedback? Giving feedback the coachs observations Model for giving feedback Receiving feedback Dealing with coachee reactions to your feedback Self-appraisal the coachees perception Planning for improved performance

• 43. What could go wrong

  What could go wrong Dealing with reactions to feedback

• 44. Skills required

  Skills required

• 45. Chapter 11: Stage 6: Ending the Coaching Relationship

  Overview

• 46. What you do

  What you do

• 47. What could go wrong

  What could go wrong

• 48. Skills required

  Skills required

• 49. Chapter 12: Third-party Initiated Coaching

  Overview

• 50. Establishing the coaching contract

  Establishing the coaching contract Agreeing objectives Feedback Support for the coachee

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