[...]... matters These situations typically had an aura of secrecy about them because of a desire not to let anyone know that a coach was being used Driving Forces Behind Organizational Change Since the mid -19 90s the world of work has changed drastically The same forces that are changing our lives in organizations are driving the greater use of coaching (see Table 1. 1) The demands placed on organizational leadership... results, action planning, and evaluation In nearly all circumstances, a coaching process will begin with a general understanding among the client, the HR professional, the boss, and the coach about what is going to happen in the coaching engagement You will learn about the importance of having a good structure for the coaching assignment and what elements should be in a good contract Since one of the most... are grateful to our colleagues who read and commented on drafts of the manuscript: Deborah Butters, John Fulkerson, Martin Greller, and Amy Moquet For their assistance in researching several of the special topics, we extend our gratitude to Veronika Boesch, Marilyn Dabady, Michael Frisch, Marina Tyazhelkova, and Ann-Caroline van der Ham We are especially thankful to our editorial team, Matt Davis and... in the early 20th century At that time the idea of hiring a professional coach to improve a track runner’s performance was considered at least newsworthy if not scandalous Today everyone in athletics uses a coach, and the coaches are expected to be competent professionals 9 10 EXECUTIVE COACHING Coaching to improve organizational performance and to help bring out an executive’s potential have also... intelligence gathering, and so the risk of errors by a leader or leadership team increased Coaching emerged as the preferred “just in time” learning to help leverage the areas that would have the greatest impact on results What Is Coaching? 11 Table 1. 1 Driving Forces Behind Organizational Change and the Use of Coaching • • • • • • • • • • • Globalization of business, extending to vendors, resources, markets,... Coaching is a term traditionally associated with athletics Everyone in the sports field expects to receive a lot of coaching There is no belief that good athletes come by their skills in some entirely “natural” way That’s why the people who run the teams are called “Coach” as their official title But that wasn’t always the case Perhaps you recall the movie Chariots of Fire, about a British Olympic team... receives the coaching The “executive breakaway section” (found in the Appendix) contains information specifically tailored for prospective clients of coaching services The clients’ bosses also have a key role to play in successful coaching They constitute a third potential audience Although most chapters are written directly to the human resource professionals, many are relevant to all three groups For HR professionals:... Susan Rachmeler, for their professional expertise Our gratitude also goes to the three anonymous reviewers whose insights and comments helped us to refine our ideas and the manuscript We would also like to acknowledge the warm support of Angela DiGioia, the late Ann DiGioia, and Marianne LepreNolan Their steady encouragement on this project was especially appreciated xi Introduction Getting the. .. is appropriate to use it, how to select a coach, and what to expect in a coaching contract You will be able to gain a deeper understanding of how to go about incorporating coaching as another tool to help people improve their job performance This section enables you to know what critical questions to ask of coaching professionals so that you can serve the needs of your organization Chapter 1 What Is... directly to the relevant chapter to obtain the information quickly We are aware that every organization uses coaching in its own way We present what we believe are generally accepted best practices, although we know that dozens of variations occur for many good reasons We hope that, whatever role you occupy, whether the HR professional, the client, or the boss, you will discuss with your colleagues any specific . Plan 16 9 Action Plan Format 17 1 Sample Progress Report 17 3 “To-Do” List for Managing Coaching Resources 17 5 Appendix 17 7 Executive Breakaway Section 17 9 Bibliography 213 About the Authors 217 Index. Special Topics 10 5 Chapter 9 Assimilation Coaching 10 7 Chapter 10 Executive Development and Coaching 11 1 Chapter 11 Multi-Cultural Issues 11 7 Chapter 12 Coaching and Diversity 12 3 Section IV: In the. our gratitude to Veronika Boesch, Marilyn Dabady, Michael Frisch, Marina Tyazhelkova, and Ann-Caroline van der Ham. We are especially thankful to our editorial team, Matt Davis and Susan Rachmeler,