The Little Book of Big Coaching Models ePub eBook: 83 ways to help managers get the best out of people: The Little Book of Big Coaching Models: 76 Ways to help managers get the best out of people

Leaders and Managers want quick answers, quick ways to reach solutions, ways and means to access knowledge that won’t eat into their precious time and quick ideas that deliver a big result. The Little Book of Big Coaching Models cuts through all the noise and gives managers access to the very best coaching models that they need to get the best from their team Every model is quick and easy to read and delivers the essential information and know-how quickly, efficiently and memorably. The full text downloaded to your computer. 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Cover......Page 1 Contents......Page 10 About the author......Page 15 Acknowledgements......Page 16 How to use this book......Page 18 Introduction......Page 20 Part 1: Making a start......Page 24 Introduction......Page 26 Section 1: Understand how people think and learn......Page 28 Introduction......Page 30 Malcolm Knowles: How adults learn......Page 31 Neil Fleming: VAK......Page 33 David Kolb: Experiential learning cycle......Page 35 Katherine Myers and Isabel Briggs: The Myers-Briggs Type Indicator......Page 37 Section 2: Understand what motivates people......Page 40 Introduction......Page 42 John Keller: The ARCS model of motivational design......Page 43 Douglas McGregor: X and Y theory......Page 45 Frederick Herzberg: Hygiene factors and KITAs......Page 47 Section 3: Be a good communicator......Page 50 Introduction......Page 52 Michael Argyle: The communication cycle model......Page 53 Eric Berne: Transactional analysis......Page 55 Joseph Luft and Harry Ingram: Johari windows......Page 57 Section 4: Set the right objectives......Page 60 Introduction......Page 62 Benjamin Bloom: Levels in the cognitive domain......Page 63 Ravindrakumar Dave: Levels in the psychomotive domain......Page 65 David Krathwol and Benjamin Bloom: Levels in the affective domain......Page 67 Section 5: Coaching through directing......Page 70 Introduction......Page 72 Ivan Pavlov: Classical conditioning......Page 73 Edwin Guthrie: Contiguity theory......Page 75 Robert Merton: Self-fulfilling prophecy......Page 77 Section 6: Coaching through facilitating......Page 80 Introduction......Page 82 Abraham Maslow: Hierarchy of needs......Page 83 Carl Rogers: Facilitation......Page 85 Jack Mezirow: Transformational learning......Page 87 Section 7: Coaching through showing others how to do it......Page 90 Introduction......Page 92 The Gestaltists: Insight theory......Page 93 Karl Pribram, George Miller and Eugene Gallanter: Test-Operate-Test-Exit (TOTE)......Page 95 Albert Bandura: Role modelling......Page 97 Section 8: Coaching through stimulating......Page 100 Introduction......Page 102 Donald Hebb: Associative learning......Page 103 Leon Festinger: Cognitive dissonance......Page 105 Michael Merzenich: Neuroplasticity......Page 107 Section 9: Dealing with challenging behaviour......Page 110 Introduction......Page 112 Kurt Lewin: Reshaping behaviour......Page 113 Peter Honey: Behaviour modification......Page 115 Robert Hare: Psychopathic checklist......Page 117 Summary of Part 1......Page 119 Part 2: Taking it further......Page 122 Introduction......Page 124 Richard Bandler and John Grinder: Neuro-Linguistic Programming (NLP)......Page 125 Gregory Bateson: Neuro-logical levels......Page 127 Donald Broadbent: Filtering......Page 129 Marty Brounstein: The Five Pillars for Building Commitment......Page 131 Arthur Costa and Bena Kallick: The coach as a critical friend......Page 133 Edward De Bono: The six thinking hats......Page 135 Robert Dilts: The Disney creativity strategy......Page 137 Gerard Egan: The skilled helper model......Page 139 Ferdinand Fournies: Coaching discussion plan......Page 141 Tim Gallwey: The inner game......Page 143 Howard Gardner: Multiple intelligence......Page 145 Andrew Gilbert and Karen Whittleworth: The OSCAR model......Page 147 Daniel Goleman: Emotional intelligence......Page 149 Bruce Grimley: The 7Cs coaching model......Page 151 John Grinder: New Behaviour Generator......Page 153 Richard Hale and Eileen Hutchinson: The INSIGHT coaching cycle......Page 155 Peter Hawkins: The CLEAR model......Page 157 Jon Kabat-Zinn: Mindfulness......Page 159 Max Landsberg: The Tao of coaching......Page 161 David Lane and Sarah Corrie: Purpose, perspectives and process......Page 163 Angus McLeod: The STEPPPA model......Page 165 Alec McPhedran: The GENIUS model......Page 167 Eric Parsloe and Monika Wray: The Seven Golden Rules of Simplicity......Page 169 Jenny Rogers: The Six Principles of Coaching......Page 171 Virginia Satir: Anchoring and self-coaching......Page 173 John Sweller: Cognitive load theory......Page 175 John Whitmore: The GROW model......Page 177 Summary of Part 2......Page 179 Part 3: Coaching the organisation for better performance......Page 180 Introduction......Page 182 Section 1: Coaching organisational leaders......Page 184 Introduction......Page 186 John Adair: Action-centred leadership......Page 187 Bernard Bass: Transformational leadership......Page 189 Richard Boyatzis: Self-directed learning......Page 191 Section 2: Be better than your competitors......Page 194 Introduction......Page 196 Mike Pedlar, John Burgoyne and Tom Boydell: The Learning Company......Page 197 Chris Argyris and Donald Scho``n: Triple-loop learning......Page 199 Peter Senge: The fifth discipline......Page 201 Section 3: Get the workplace culture right......Page 204 Introduction......Page 206 Edgar Schein: The three levels of organisational culture......Page 207 Carl Steinhoff and Robert Owens: Cultural metaphors......Page 209 Charles Handy: The culture gods......Page 211 Section 4: Be better at planning......Page 214 Introduction......Page 216 Gerry Johnson and Kevan Scholes: Seven stages of strategic planning......Page 217 The McKinsey Group: 7S Framework model......Page 219 Mary Bitner and Bernard Booms: The 7Ps marketing mix......Page 221 Section 5: Manage quality......Page 224 Introduction......Page 226 Joseph Juran: The 80–20 rule – the vital few and the trivial many......Page 227 William Edwards-Deming: 14 points for quality management......Page 229 Phil Crosby: The maturity grid......Page 231 Section 6: Respond to change......Page 234 Introduction......Page 236 John Kotter: Eight-step approach......Page 237 Elisabeth Kubler-Ross: The grief model......Page 239 John Fisher: The transition curve......Page 241 Section 7: Work together......Page 244 Introduction......Page 246 Meredith Belbin: Team roles......Page 247 Bruce Tuckman: The team development model......Page 249 Ichak Adizes: Team management personality styles......Page 251 Summary of Part 3......Page 253 A final word on coaching......Page 256 Recommended reading......Page 258 Index......Page 264
Leaders and Managerswant quick answers, quick ways to reach solutions, ways and means to access knowledge that won’t eat into their precious time and quick ideas that deliver a big result. The Little Book of Big Coaching Models cuts through all the noise and gives managers access to the very best coaching models that they need to get the best from their team Every model is quick and easy to read and delivers the essential information and know-how quickly, efficiently and memorably.
Leaders and managers want quick answers, quick ways to reach solutions, ways and means to access knowledge that won't eat into their precious time and quick ideas that deliver a big result. This book cuts through all the noise and gives managers access to the very best coaching models that they need to get the best from their team. Every model is quick and easy to read and delivers the essential information and know-how quickly, efficiently and memorably Dr. Bob Bates worked in the Civil Service for many years as a senior manager before becoming a Senior Lecturer at Birmingham City University in 1997. Throughout his career he has worked extensively with SMEs specialising in staff and management development