33 Best Books on Coaching

The essence and success of The Tao of Coaching have always been its focus on the practical tips and techniques for making work more rewarding through the habit of coaching – and this philosophy continues to underpin this brand new reissue.

The book’s premise is simple: that to become an effective coach, managers and leaders need to master only a few techniques, even though mastery obviously requires practice. Each chapter focuses on a specific technique – or Golden Rule – of coaching to help the practice make perfect.
Tried and tested by generations within and beyond the workplace, this succinct and engaging book gives readers the tools to:

– create more time for themselves, by delegating well
– build, and enjoy working with, effective teams
– achieve better results
– enhance their interpersonal skills.

It demonstrates that coaching is not simply a matter of helping others and improving performance, but is also a powerful force for self-development and personal fulfillment.

Quotes from The Tao of Coaching;

“The foundation of all successful coaching is surely an open, trusting relationship with a healthy reservoir of goodwill on both sides.”

“Socrates saw himself as a ‘midwife to understanding’. He believed that one can help people understand, but that one cannot make people understand – just as a midwife delivers the child, but does not give birth to it.”

“People who write down their goals…are already starting to envision how they could break down overall goals into manageable components.”

“Goal, Reality, Options, Wrap up…That structure always seems to work if you want to have a really effective coaching session which goes beyond simply providing feedback.”

“Great coaches – while aware of the principles of psychology – often work in a more straightforward manner with observed behaviors and actions.”

“A well-defined working approach is integral to effective teamwork and essential for a positive coaching environment.”

The hardest part of a manager’s job isn’t staying organized, meeting deliverable dates, or staying on budget. It’s dealing with people who are too comfortable doing things the way they’ve always been done and too afraid to do things differently–workers who are, as Bill Treasurer puts it, too “comfortable.” They fail to exert themselves any more than they have to and make their businesses dangerously safe.  

Treasurer, a courage-building pioneer, proposes a bold antidote: courage. He lays out a step-by-step process that treats courage as a skill that can be developed and strengthened. Treasurer differentiates what he calls the Three Buckets of Courage: TRY Courage, having the guts to take initiative; TRUST Courage, being willing to follow the lead of others; and TELL Courage, being honest and assertive with coworkers and bosses. 

Aristotle said that courage is the first virtue because it makes all other virtues possible. It’s as true in business as it is in life. With more courage, workers gain the confidence to take on harder projects, embrace company changes with more enthusiasm, and extend themselves in ways that will benefit their careers and their company.

Quotes from Courage Goes to Work;

“Fear…is an invitation to experience your own courage.”

“People won’t start being courageous just because you tell them to. You’ve got to create an environment that encourages them to extend themselves and take chances.”

“There are risks and costs to a program of action. But they are far less than the long-range risks and costs of comfortable inaction.” (John F. Kennedy)

“Inaction breeds doubt and fear. Action breeds confidence and courage. If you want to conquer fear, do not sit home and think about it. Go out and get busy.” (Dale Carnegie)

“Trust is always a risk. But not trusting is far more dangerous. When trust is lacking, distrust fills the void and suspicion reigns supreme.”

“Courageous managers are sorely needed in the workplace. But becoming one means…committing yourself to living courageously, despite the constant pressures that comfort and fear present.”

Consulting in Complex and Changing Times

Organizations face challenges today that are too messy and complicated for consultants to simply play doctor: run a few tests, offer a neat diagnosis of the “problem,” and recommend a solution. Edgar Schein argues that consultants have to jettison the old idea of professional distance and work with their clients in a more personal way, emphasizing authentic openness, curiosity, and humility. Schein draws deeply on his own decades of experience, offering over two dozen case studies that illuminate each stage of this humble consulting process. Just as he did with Process Consultation nearly fifty years ago, Schein has once again revolutionized the field, enabling consultants to be more genuinely helpful and vastly more effective.

Quotes from Humble Consulting;

“Clients often think they know how they want a problem approached, and because they are paying for it, they think they know what the consultant can and should do for them.”

“We are dealing with new complex problems, new kinds of client systems and a new sense of urgency in our clients.”

“The Level Two relationship has to be built around the joint task that the helper and client are engaged in. It is bounded by the cultural rules [of] giving and receiving help.”

“The client asking you for help may…unwittingly ‘content seduce’ you into your official area of expertise, and thereby get you preoccupied with your own personal skills and agenda.”

“Being ‘professional’ and ‘keeping appropriate distance between the helper and the client’ can be a terrible trap.”

“The depth of a relationship is a mutual decision based on the comfort level that each party arrives at through interaction.”

The book changed the field of professional coaching forever.

The wait is over! This is the new 4th edition of the cultural and business phenomenon that helped launch the professional practice of coaching!

“The bible of coaching guides … No other book gives you the tools, the skills, and the fundamentals needed to succeed in these delicate relationships.” – Stephen R. Covey, author of The 7 Habits of Highly Effective People

This extensively revised 4th edition of Co-Active Coaching now offers leaders, managers, and other business professionals practical guidance for embracing coaching as a core competency to drive greater workplace engagement.

The flexible Co-Active Coaching model showcased in the book has stood the test of time as a transformative communication process that co-workers and teammates, managers, teachers, and students can use to build strong and collaborative relationships.

In this highly anticipated new edition, the authors capture their broader experience in applying the Co-Active approach to leadership and human development. The book reflects today’s reality of how coaching has moved beyond its initial focus on life skills to become an integral aspect of successful leadership development. It provides the latest terminology and a variety of fresh coaching examples drawn from the authors’ first-hand experiences with thousands of international coaching trainees and clients.

The power-packed on-line Coach’s Toolkit has been expanded to include more than 35 exercises, questionnaires, checklists to make these proven principles and techniques accessible and practical. Full of thoughtful exercises, relevant examples and concrete advice, this text is clear, direct, easy to read, and inspiring.

The only book life coaches, business coaches, and health coaches will ever need to build stronger relationships and healthier communication.

Quotes from Co-Active Coaching;

“The primary building block for all co-active coaching is this: Clients have the answers or they can find the answers.”

“Curiosity builds relationships; interrogation builds defenses.”

“Clients must be willing to go beyond their comfort zones and step into the unknown for the sake of change.”

“Your job as a coach is to work with whatever comes up and to leave your agenda and ego out of the conversation.”

“The ongoing relationship between coach and client exists only to address the client’s agenda.”

Today, coaching is recognized to be one of the most effective human resource development processes available, and it is becoming increasingly popular in organizations of all sizes. Faced with historically low levels of employee engagement (as little as 13% according to Gallup’s latest survey), business leaders see coaching as key to unlocking the human talent, creativity, and innovation that is hiding in plain sight in their workplaces. And rather than bring in external coaches for this purpose, they want to integrate coaching into their company culture—a 2015 study by the International Coaching Federation (ICF) and the Human Capital Institute (HCI) found that 81% of organizations surveyed planned to train managers/leaders in coaching skills. The Master Coach is written for these leaders and is perfectly positioned to become the definitive book on the topic. Drawing on the wealth of experience that has made Gregg Thompson and Bluepoint Leadership Development the choice of numerous Fortune 100 companies, it illuminates the essence of what it takes to be a great coach. The Master Coach will appeal to leaders at all organization levels, showing them how to make a significant shift in their attitudes, values, and behaviors and become more coach-like in all of their daily interactions and conversations. The Master Coach is based on the simple but profound 3Cs Coaching Model. This proven approach asserts that to master the art of coaching one must have an exemplary Character that invites the trust of others, be able to form rapid Connections with others at a deeply personal level, and have the ability to initiate and guide intense, attitude-changing Conversations. At every step, Thompson reminds readers that coaching is not merely about what the coach says or does; it is about who he or she is.

Quotes from The Master Coach;

“Within the business world culture, coaching has soared in popularity, becoming the fastest growing human resource development process today.”

“Practicing seeing the world through the eyes of others. Practice being totally present with others, even for a short time.”

“When you are able to effectively coach someone that you do not particularly like, you will know you are functioning at the level of the master coach.”

“Today, more enlightened business people across the world recognize that it’s neither possible nor desirable to leave our emotions out of business.”

“Integrity begins when we start accepting who we really are. Coming to accept yourself and be honest about your actual values releases significant personal power.”

“The Leader Coach is not a dispassionate judge who enumerates the Talent’s countless flaws, nor is she a sightless cheerleader blindly dispensing plaudits.”

Many coaching tools and techniques are now fairly well established, but how do they actually work? Neuroscience for Coaches equips coaches with information that will help them answer this question and therefore deliver greater value to clients. Based on over twelve years of research, this book provides a clear explanation of the aspects of neuroscience that are relevant to coaching so you can describe to clients from a neuroscientific perspective why particular techniques and methods work and the benefits to them.

This fully updated 2nd edition of Neuroscience for Coaches includes new interviews with Marshall Goldsmith, Susan Grandfield, Christian van Nieuwerburgh and Kim Morgan, along with new material on oxytocin, goals, and mindfulness. It covers the latest neuroscientific research and, crucially, the ways in which coaches can use this information effectively and practically in their everyday work. Neuroscience for Coaches is a vital resource for keeping up to date with recent scientific developments, tools, and techniques in coaching.

Quotes from Neuroscience for Coaching;

“From the perspective of coaches, neuroscience is the field that can inform them on important things about the brain.”

“Your clients’ ability to control themselves is key to their success.”

Neuroscience shows coaches “things that are key to new ways that you work with clients and also that underpin things you are already familiar with.”

Coaching for Performance is the definitive book for coaches, leaders, talent managers, and professionals around the world.

An international bestseller, featuring the influential GROW model, this book is the founding text of the coaching profession. It explains why enabling people to bring the best out of themselves is the key to driving productivity, growth, and engagement. A meaningful coaching culture has the potential to transform the relationship between organizations and employees and to put both on the path to long-term success.

Written by Sir John Whitmore, the pioneer of coaching, and Performance Consultants, the global market leaders in performance coaching, this extensively revised and extended edition will revolutionize the traditional approach to organizational culture. Brand-new practical exercises, corporate examples, coaching dialogues, and a glossary strengthens the learning process, whilst a critical new chapter demonstrates how to measure the benefits of coaching as a return on investment, ensuring this landmark new edition will remain at the forefront of professional coaching and leadership development.

Quotes from Coaching for Performance;

“Good coaching is a skill, an art perhaps, that requires a depth of understanding and plenty of practice if it is to deliver its astonishing potential.”

“The worst feedback is personal and judgmental; the most effective is subjective and descriptive.”

“Emotional intelligence is twice as important as mental acuity for success in the workplace.”

“We tend to get what we focus on. If we fear failure, we are focused on failure and that is what we get.”

“Coaches are increasingly replacing or, at least, enhancing their old instructional style by focusing more on the person than the technique, on the potential rather than on the mistake.”

“The greatest barrier is the inability to give up what you have done before.”

“Adopting a coaching ethos requires commitment, practice and some time before it flows naturally.”

In Michael Bungay Stanier’s The Coaching Habit, coaching becomes a regular, informal part of your day so managers and their teams can work less hard and have more impact.
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
• Finally, 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 behavioral 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.

Quotes from The Coaching Habit;

“As a manager and a leader, you want people to get stuff done. But you want more than that. You want them to learn so that they become more competent, more self-sufficient and more successful.”

“Conveniently, they want that as well.”

“Even though we don’t really know what the issue is…we’re quite sure we’ve got the answer.”

“The essence of coaching lies in helping others and unlocking their potential.”

“There’s being helpful, and then there’s being ‘helpful,’ as in stepping in and taking over.”

“You’re going to change the way you have conversations with the people you manage, influence and engage with.

“It’s no wonder that we like to give advice. Even if it’s the wrong advice – and it often is – giving it feels more comfortable than the ambiguity of asking a question.”

The Handbook of Coaching is the first resource to offer a compendium of basic information about the burgeoning field of adult coaching–the art of guiding individuals and organizations to function at their most effective and creative levels. Written for experienced and aspiring coaches, as well as for executives and human resource professionals interested in this rapidly growing profession, the Handbook describes the essential underpinnings of successful coaching and includes a comprehensive, annotated list of books, articles, and other resources. The Handbook of Coaching is sure to become a classic in the field.

“A coach needs to be able to touch people with new possibilities and bring wisdom, compassion, and humor to the issues and problems they face. The Handbook of Coaching provides a treasure trove of learning resources that you will be able to practically and immediately apply to a wide variety of personal and professional situations.”
–Robert Hargrove, author of Masterful Coaching and founder of R. Hargrove Consulting

Quotes from The Handbook of Coaching;

“Coaching is the art of guiding another person, persons or human systems toward fulfilling futures.”

“Each time clients rehearse their plans, they fine-tune them, get validation…and begin to feel their plans taking place.”

“Even if the client is a whole organization, [its] development…relies heavily on the human performance and imagination of key people.”

“Coaches need to discern in their clients what the compelling stories of their lives are about and what they are drawn to in their lives.”

“The world in which we act is the world as we perceive it. If people are to change, they must first change the way they perceive themselves and their situations.”

“Coaching is establishing a vital relationship over a period of time with clients who are searching for the clarity and skills needed for making changes in their lives and human systems (couples, families, work, communities) in the near future.”

Coaching is one of the most sought-after leadership skills – vital for anyone who wants to develop a team of people who will perform effectively, but are also motivated and relish working together. It’s also a dynamic discipline that, in recent years, has developed and grown to embrace theory and practice from a wide range of other disciplines, frameworks, and models.

Mastering Coaching starts by asking what skills an effective coach must now possess to boost the performance of their coachees. In response, it summarises the most important research in areas such as neuroscience, sports psychology, and mindfulness, positive psychology, mastery, and goal-setting and offers a clear, simple, and practical guide to how this new thinking can help coaches and managers to develop their own coaching practice.

Written by Max Landsberg, executive coaching and professional development expert and author of the perennial bestseller The Tao of Coaching, Mastering Coaching goes beyond the basics of coaching by providing insights that offer a proven route map to coaching success.

Practical and jargon-free, the book will equip readers with the techniques and tools necessary to take their coaching to the next level.

Quotes from Mastering Coaching;

“Some skills – such as effective leadership – are built from a complex interweaving of many component subskills.”

“When we or our clients try to change the way people act, it is easy to underestimate the time required for new practices to become entrained.”

“Different people prefer to learn in different ways.”

“Mindfulness techniques can improve our coaching, through their effects on us as coaches or on our clients.”

“When we are mindful, we think clearly and we react to events authentically, yet without excessive emotionality.”

The team behind How Google Works returns with management lessons from the legendary coach and business executive, Bill Campbell, whose mentoring of some of our most successful modern entrepreneurs has helped create well over a trillion dollars in market value.

Bill Campbell played an instrumental role in the growth of several prominent companies, such as Google, Apple, and Intuit, fostering deep relationships with Silicon Valley visionaries, including Steve Jobs, Larry Page, and Eric Schmidt. In addition, this business genius mentored dozens of other important leaders on both coasts, from entrepreneurs to venture capitalists to educators to football players, leaving behind a legacy of growing companies, successful people, respect, friendship, and love after his death in 2016.

Leaders at Google for over a decade, Eric Schmidt, Jonathan Rosenberg, and Alan Eagle experienced firsthand how the man fondly known as Coach Bill built trusting relationships, fostered personal growth—even in those at the pinnacle of their careers—inspired courage, and identified and resolved simmering tensions that inevitably arise in fast-moving environments. To honor their mentor and inspire and teach future generations, they have codified his wisdom in this essential guide.

Based on interviews with over eighty people who knew and loved Bill Campbell, Trillion Dollar Coach explains the Coach’s principles and illustrates them with stories from the many great people and companies with which he worked. The result is a blueprint for forward-thinking business leaders and managers that will help them create higher performing and faster-moving cultures, teams, and companies.

Improve Performance. Transform Your Career. Change Lives.

Whether your team is in an office, on a field, in a classroom, or in your living room―have you ever thought they had more to give, but you weren’t quite sure how to get it out of them? Have you ever wanted them to play up to their potential, but didn’t quite know how to make it happen? Are you looking for that one new idea, that one simple strategy that will take your team’s performance―and your career―to the next level? If so, The Weekly Coaching Conversation is definitely the book for you.

Every once in a while a book like this comes along with a message so simple―yet so profound―it literally changes people’s lives.

In a story as inspiring as it is informative, bestselling author Brian Souza reveals the secrets to unleashing a person’s potential. Introducing a groundbreaking, yet simple-to-understand and easy-to-apply coaching framework that’s backed by years of rigorous research, The Weekly Coaching Conversation gives managers and leaders the playbook to turbocharge any team’s performance.

Quotes from The Weekly Coaching Conversation;

“For people to follow you, they must trust and believe in you…For them to trust and believe in you, you must first trust and believe in them.”

“Leaders “invest the time to understand their people and to align their team members’ personal goals with the company’s goals.”

“You’ve got to get into your head and heart what your real job is: to pull every ounce of potential from each and every team member each and every day.”

“Most managers have never been taught… how to facilitate a constructive coaching conversation.”

“Most managers are completely oblivious to the impact their approach is having on their team members and their team members’ level of performance.”

Emotional Intelligence Coaching examines how emotions and habits can impact performance. Emotional intelligence can help coaches recognize how attitudes — both their own and their clients’ — prevent people from reaching their potential and how to replace them with more useful attitudes, feelings, and thoughts. The authors present the various models and tools that coaches can use to help them become more emotionally intelligent when coaching. 

This book explains the basic principles of emotional intelligence and how these relate to coaching for performance. It includes practical activities for coaching, as well as interviews with coaches who use emotional intelligence as part of their coaching strategy.

Quotes from Emotional Intelligence Coaching;

“Coaching is about being a catalyst for positive change in a way that’s appropriate for individuals, helping them to be the very best they can be.”

“Nondirective coaching is hugely effective, as individuals are the experts on their life and they’re far more likely to put their own ideas into action, rather than [taking action] when they’re being told what to do.”

“The greatest tragedy is that most people go through life not even knowing they’ve got values, let alone what they are.”

“Two of the key principles underlying EI are: 1) EI predicts performance, and 2) EI is changeable and can be developed.”

“If the two brains are fighting against each other, the emotional brain will win every time.”

Turn the performance review process into a performance enhancement process

Fearless Performance Reviews introduces a groundbreaking new framework that transforms not just the review process but the entire relationship between coach and employee.

Experts Jeffrey and Linda Russell replace the traditional performance review with the Performance Coaching Conversation, a bottom-up alternative in which the employee takes the lead both during the review process and throughout the entire performance cycle.

Quotes from Fearless Performance Reviews;

 “Performance reviews have a bad reputation – for a good reason. They often aren’t structured in ways that bring out the best conversation between managers and employees.”

“There is a legitimate organizational purpose for linking each employee’s performance outcomes with financial consequences.”

“The form that’s designed to document the review actually becomes a major barrier to communication and understanding.”

“Not surprisingly, supervisors have as much difficulty with passing judgment as employees have with being judged.”

“Fear-inducing reviews are notorious for lots of talking or even lecturing and very little listening.”

“When the right mind-set, tools and conditions are in place, performance transformation is possible.”

 

Among Amazon’s Best 100 Business Books of 2003, this information-rich book contains 56 coaching tools & techniques to assist people in achieving their objectives. This easy-to-read guidebook shows readers how to motivate, manage and empower others to meet their business or personal goals. Whether you’re a layman or a professional coach, this book will help you help others succeed. Essential reading for CEOs making changes; managers motivating teams; Human Resources professionals; corporate trainers and coaches; entrepreneurs starting out; Consultants working with clients; parents of difficult teenagers; and anyone responsible for the success of others.

This Volume 2 book builds on the work presented in Volume 1. In Volume I, the focus is on the individual and equipping you with tools to help your clients succeed, as well as growing your knowledge and confidence in the world of coaching.

Coach Anyone About Anything, Volume 2 addresses a different perspective of coaching: coaching within the organization. You can still apply all the tools personally; however, the tools contained herein will help you to bridge your work from an individual to an organizational context.

Who is this book for? For managers who want to have their employees improve their performance. It will help supervisors save time through coaching to develop their people, not just train them. For executives committed to expanding their direct reports ability to take on extraordinary business objectives and win. It’s for chief executives looking to create and sustain a coaching culture to help guarantee continued success and increase shareholder value. And this book will assist mentors who want to do more for their proteges than merely orient them to their organization’s traditions and customs. For professional coaches on the hunt for proven tools and techniques to help their clients make more money.

Coaches desiring new, straightforward ways to contribute to their clients will find this volume a gold mine of fresh approaches. For coaches seeking easy-to-implement performance models to enable their players/clients to increase their revenues and profits.

By the way, throughout the book, we will refer to persons being coached in any industry as players. And every coaching approach we share with you can be applied to teams as well as individual players. For people who would love to learn how to coach themselves to achieve their goals. In these pages, you will discover models and lenses to help give your players an eagle’s view of their organizations in order to illuminate the pluses and minuses. You will discover a process to help players uncover the things they have in place that drive high performance and those things that dampen it. This methodology includes helping your clients to invent ways to redesign their business processes to generate greater results.

Sales coaching has become a hot topic today in many enterprises since the Sales Executive Council published these revelations: 1. Average producing salespeople improve their performance by 19 percent when receiving effective sales coaching. 2. Poor sales coaching drives sales results down and is actually worse than no sales coaching at all. We offer you unique tools and proven techniques to coach salespeople effectively. We will also dismantle the notion that sales coaching is merely a new trendy term for sales management or sales training common misconceptions.

Coaching is a conversation, and effective listening is critical, of course. But did you know that players can be coached in the appropriate way to listen to different speakers? That’s right; players are more successful when they listen differently to coaching, mentoring, leading, and managing. You’ll learn about these frameworks for listening to different roles and identify reasons why the responses you receive from players sometimes don t fit the situation.

Have you ever wondered how coaching differs from mentoring? Many people use the terms interchangeably. Well, we offer a set of principles that distinguish the two and increase the power of each. In addition, we differentiate coaching and mentoring from management and leadership. Are there things you’ve dreamt about but have t found the time? In these pages, we deliver a new pathway for you and your players to realize your dreams.

Contrasting outcome management with traditional time management is bound to challenge your thinking and supply new openings for achievement.

Quotes from Coach Anyone About Anything, Volume 2;

 “The gold standard for coaching is not the approach with the most bells and whistles, but rather the one that is a match for the player’s particular intended outcomes.”

“Salespeople who give up on planning may as well give up on being wildly successful.”

“Significance suppresses, constrains and even kills creativity. It stops the action. Significance has the capacity to bring everything to a screeching halt – even the smallest and simplest things.”

“Coaching from the premise that people are intelligent, able, capable and know their business helps remove arrogance…and deepens…respect.”

“Have you ever walked away from speaking to someone feeling that he didn’t listen to you?”

Imagine your workplace filled with curious, creative, committed employees. People who take initiative, who are fearless decision-makers, who “own” their work. With the right coaching system in place, this dream will soon become reality.

With The Extraordinary Coach, leadership guru Jack Zenger and coaching expert Kathleen Stinnett deliver an entire toolbox for coaching your organization to success. While other such books simply tell you how to coach, The Extraordinary Coach uses companion videos (at www.zengerfolkman.com), worksheets, checklists, sample questions, and the latest research findings to provide a full immersion course on becoming the kind of coach who brings dramatic changes to an organization.

Applying Zenger and Stinnett’s system, you’ll see immediate results in your business including:

• Increased productivity
• High-energy company culture
• Dynamic supervisor/employee relationships
• Creative problem solving
• Greater risk-taking
• Heightened innovation

The authors collected 360-degree feedback assessments from some of the most effective leaders in business today and identified those who were excellent coaches. Then they combined the research with the latest findings from the worlds of psychology, adult development, and systems theory to map out the real science behind effective coaching. The result is a practical, evidence-based coaching system that can be applied in any type of business.

When you coach individuals to success, you lead your entire organization to success. This “interactive” package is exactly what you need to master one of today’s most critical business leadership skills.

Quotes from The Extraordinary Coach;

“Coaching is a highly beneficial skill set that can be applied to a variety of problems or issues.”

“Coaching is an important tool for leaders to use to improve performance and to help people grow.”

“People usually resist advice and seldom follow it.”

“Even if the [employee] asks you for advice, don’t take the bait!”

“Only slightly more than one out of 10 people would turn first to their immediate supervisor if they had a problem.”

A proven process for changing the way you behave–used by a renowned executive coach for more than 25 years.

Are you able, ready, and willing to permanently change your behavior?

Permanently replacing deeply ingrained behaviors with new ones is one of the hardest challenges to overcome. But in Coach Yourself to Win, master executive coach Howard Guttman combines his own expert insight and deep extensive coaching experience to create a step-by-step process that you can follow to change the behaviors that have been holding you back from what you truly want.

Unlike many self-help books offering advice on how to improve either your career or your personal life, Coach Yourself to Win bridges the two worlds in order to help you improve your performance–whether you’re earning your living or living your life.

Coach Yourself to Win is written for the vast number of people who seek to create a new future for themselves. To help you achieve breakthrough performance on the job and in your life, you will learn to master a practical, tested self-coaching process that will enable you to:

• Clarify, set, and stay committed to realistic intentions
• Zero in on what holds you back
• Find the support you’ve been lacking
• Develop a path for change
• Evaluate yourself along the way
• Make necessary corrections to your plan
• Realize your intention to achieve a “new you”

Coach Yourself to Win provides an easy-to-follow seven-step plan that will generate lasting, positive change in your professional and personal life. To help you implement the plan, Guttman provides a dedicated Web site–www.coachyourselftowin.com–where you will find all the supporting materials you will need as you go through the process because you are the key to the happy ending you desire.

Quotes from Coach Yourself To Win;

“Most of us are capable of moving from where we are now to a brighter future.”

“If you aren’t willing – deep down and for real – to make profound changes in yourself, you are not a candidate for self-coaching.”

“In the self-coaching arena, early and frequent reassessments (and, if indicated, recalibrations) are even more important than they are in executive coaching.”

“Unless you are willing to reframe your stories, you will never get ‘unstuck’ from your current situation.”

“Stories are designed to lock us into our comfort zone. They keep us from making tough choices and the changes they represent.”

“The whole premise of executive coaching is that people are 100% accountable for their behavior.”

To stay on top, companies need to do more than just tread water-they need to grow. And that means that their employees need to develop and improve their skills at the same pace. More than ever, managers are being encouraged to improve employee performance through effective coaching, but so few of them have the time-or the knowledge-it takes to do it successfully. Brian Emerson and Ann Loehr have spent years showing some of the country’s top companies how to develop their most promising employees. Now in this helpful manual, they guide managers through every step of the coaching process, from problem-solving to developing accountability. Readers will discover: the top 10 tips every manager should know before he starts to coach * how to handle difficult conversations, conflicting priorities, and problem team members * how to hold follow-up meetings after goals and priorities have been set * sample questions they can adapt to various situations * examples of common problems and how they can use coaching to address them. Clear, practical, and straightforward, this is an invaluable tool that will help all leaders coach employees, colleagues, and themselves to excellence.

Quotes from A Manager’s Guide To Coaching;

“Attitude is the make-or-break factor of the success equation.”

“Learning how to recognize when and when not to coach is just as important as learning how to coach.”

“Ask questions that will encourage your employee to curiously examine underlying causes for the issue presented.”

“An employee’s temptation will be to return to past events, but get them to look to the future.”

“Your goal is to help the person clarify what they really want…and who they want to be as they move in that direction.”

From the author of the bestselling Monday Morning series–an instructive, inspiring story on rebooting your life and career with the power of simple truths.

Ryan Harris has been floundering for too long. His career is off track, and his personal life is in shambles. In his own words, he feels like he has “been beaten up physically and emotionally for months.” For the first time in his life, he knows he is unable to pull himself out of this funk by himself.

Ryan turns to Jeff Walters, a personal coach, and mentor he had once worked with. Ryan had always admired the way Jeff handled challenges and the success that always seemed to follow. Jeff agrees to coach Ryan every Tuesday morning for eight weeks.

The story of Ryan’s personal awakening, Tuesday Morning Coaching reveals the timeless truths anyone can rely on when success seems impossible. Jeff explains that real success lies in embracing the simple verities of life; it’s more about how we live than what we do. Jeff reveals the eight basic truths of success, including:

No Matter What . . . accept your responsibilities, maintain focus, and move forward

And Then Some . . . give a little more than people expect

Above All Else . . . know what is non-negotiable at work and in life

From Now On . . . learn from your failures and refuse to make the same mistake twice

Consider It Done . . . deliver on your word, without fail

You will learn, as Ryan does, that you have been getting in your own way. Attaining overall success isn’t about solving a specific problem; it’s about basing your life on what is true and behaving accordingly.

When you hit career roadblocks, burn out on stress, and arrive at crossroads in your personal relationships–well, that’s just life. Only when you follow a path paved on eternal human truths will you live a quality life.

Read Tuesday Morning Coaching and take your first steps to a life of richness, fulfillment, and overall career and life success.

Tuesday Morning Coaching tells the story of Ryan Harris, a successful manager who is burned out and tired of working hard but going nowhere. Looking for guidance, Ryan reaches out to Jeff Walters, a semiretired executive who agrees to coach Ryan. Ryan learns that the solutions to his most challenging problems are often commonsense principles, based on taking responsibility for your actions, going the extra yard in every situation, always keeping your word, and never deviating from your personal values.

Tuesday Morning Coaching draws on real examples of people and organizations that have identified and implemented simple philosophies that led to their success and outlines a simple yet profound approach that can lead to spectacular personal and business achievements.

Quotes from Tuesday Morning Coaching;

“Most people who are unhappy in life are unhappy because they don’t have goals or a sense of purpose.”

All great truths are simple in final analysis, and easily understood; if they are not, they are not great truths.” (Napoleon Hill)

“People get caught up during life’s journey and forget to take care of the basics.”

“When you write things down, it clarifies and reinforces your commitment to doing them.”

“Each curveball in life gives us yet another opportunity to practice the simple truths of success.”

“Integrity is the commitment to do what is right, regardless of the circumstances.”

Textbook for executive coaching certifications at Penn State, Texas Christian, the University of Georgia, and several other major universities, THE SHERPA GUIDE is the only coaching process endorsed by multiple universities. This book delivers a solid standard for professional coaches. The Sherpa process maps out a predictable process for business coaching, a timeline for every engagement, and a clear path to the top in a very complex and delicate business. The authors take their lead from the Sherpas, native guides who assist climbers to the top of Mount Everest. Sherpa coaches, like those guides, enable, advise, and assist, but allow the client to reach the summit through their own skill and will. Every climb is unique. 

Quotes from The Sherpa Guide;

“Someone will have to get these upcoming executives ready to express themselves as leaders. Like the snake oil salesmen of America’s Wild Wet, an odd variety of self-proclaimed gurus has emerged to answer the call.”

“With the Sherpa process, there’s a gold standard that defines what executive coaching is and what it is not.”

“This book is written as a guide through your coaching engagement, a guide that never leaves you in doubt about what to do and how to do it. The Sherpa process will guide your client, too.”

“The Sherpa coaching process leads a coaching client through self-examination and personal planning.”

As a coach to some of the country’s highest-profile executives, Daniel Harkavy has witnessed the transformation–both professional and personal–that comes when leaders utilize coaching to turn their paycheck-driven teams into vibrant and successful growth cultures. Since founding his company in 1996, Harkavy and his team have coached thousands and shared their knowledge by certifying coaching leaders across the country. Now, in this strategic and thought-provoking guide, he shares his proven strategy for improving your team’s performance while raising the quality of life inside and outside of the office. You’ll learn the core four foundations of every coaching strategy, the most powerful leadership tools you can and should leverage, and the key behaviors and disciplines of successful coaching leaders. Coaching makes developing people a high-payoff activity. Complete with quick leadership quizzes and a quick-reference road map for implementation, Becoming a Coaching Leader shows you how to leverage coaching techniques to equip tomorrow’s leaders and pave a lasting leadership legacy.

Quotes from Becoming A Coaching Leader;

“Putting together a Life Plan doesn’t mean that your life will turn out exactly as mapped out. Rather, it means taking the time to examine the depths of your heart.”

“People don’t follow companies; they follow successful leaders…They want you to model success in all areas of life and then help them to do the same.”

“Many leaders substitute goal setting for life planning…[this] can leave you feeling empty.”

“By mastering your one-on-one coaching skills and by following a proven coaching model, you can truly help your teammates build more ‘switched-on’ careers and balanced lives than they ever dreamed possible. That helps your company – which, of course, helps you.”

Managing employees in today’s rapidly evolving workplace can sometimes feel like negotiating a minefield. Such recent new trends as flextime, telecommuting, 360-degree feedback, the flattening of hierarchies, and the increased use of temps and contract workers present tough new challenges for supervisors in every field. This timely, completely revised, and updated edition of Ferdinand Fournies’s classic management coaching “bible” shows you proven ways to get workers to perform at the highest level while eliminating the self-destructive kinds of behaviors that have become increasingly prevalent in recent years.
In this book, you’ll be taught specific face-to-face interventions you can use to enhance performance in every kind of workplace situation–from sales to creative brainstorming. There are also interventions uniquely suited to resolving problems ranging from low productivity to absenteeism to conflicts between individuals. You’ll learn precisely what to say and do so that each person you supervise will want to give you his or her best work–even when that person was previously thought to be a “problem employee.” Packed with brand-new case studies from Fournies’s latest research into the dynamics of the modern workplace, this classic guide takes all the guesswork out of becoming the kind of inspired, “hands-on” manager that every company today is looking for!

Quotes from Coaching For Improved Work Performance;

“When your people are successful, you will be recognized as a successful manager. When your people are failing, you will be recognized as a nonsuccessful manager no matter what you are doing.”

“We spend a great deal of time in business telling newly appointed managers about the things that should be done, but not the way to do them.”

“The only purpose of the coaching process is to help you improve employees’ performance; to help them stop their self-destructive behavior so you are not forced to administer consequences that are not in their best interest.”

“People management is a collection of interventions having a cause-effect relationship on employees.”

‘This book is a must for anyone involved in organizational coaching’ Adrian Moorhouse, Managing Director, Lane4 & Olympic Gold Medallist.

Coaching the Team at Work, 4e is the result of research over 20 years with practicing team coaches and with major corporations around the world. It recognizes that in a complex and constantly evolving business and social environment, teams can only keep up if they adapt frequently. But to adapt, they must have clarity about their internal and external systems and how these contribute to or undermine performance. There are multiple aspects of team function that underpins performance – and each influence and is influenced by the others. This revised edition explores the six most significant aspects:

* Purpose and motivation
* Systems and processes relating to external stakeholders
* Relationships, especially within the team
* Systems and processes relating to internal functions (such as quality and decision-making)
* Learning (how the team adapts to keep up with the pace of change)
* Leadership (how the functions of leadership are exercised within the team)

When these aspects are aligned, a team can perform at its best; but when any one or more of the aspects is malfunctioning, the result is underperformance.

This book helps team coaches develop their skills to support teams in understanding these complex dynamics and, as a result, in developing more effective ways of working together

Quotes from Coaching The Team At Work;

“All coaching starts with a need to change.”

“Coaches act as external stimulators to the potential that other people hold within them.”

“Team learning is a key component of organizational learning.”

“Organizations employ teams because they have found this is a more effective way to organize complex work than any alternative yet designed.”

“At some point in their careers, all managers face a frustrating and seemingly insurmountable challenge — the highly intelligent, highly skilled direct report who is failing when he should be excelling. Often, this employee is destroying not only his own career but also the morale of the rest of the team. While this behavior may initially seem willful, it is more than likely due to a lack of emotional intelligence — the ability to comprehend one’s emotions, empathize with the feelings of others, and interact with people in ways that promote congenial working relationships. More than any other trait, emotional intelligence is the one variable that can transform a mediocre employee into an exceptional one. Managers now have a new and demanding role. They must become coaches who help their employees to develop emotional intelligence and the positive interpersonal relationships that result. And while this kind of corrective coaching may seem daunting and unpleasant to many managers, it is also achievable with the right tools. In Coaching for Emotional Intelligence, Bob Wall offers coaching strategies that will enable every manager to elicit excellence by improving the negative behaviors and communications flaws that are undermining an employee’s performance. The book provides a structured format for formulating and delivering both praise and corrective feedback, as well as a step-by-step method and sample scripts for conducting a coaching session. Readers will: Overcome the fear of coaching on sensitive, personal issues. Learn the critical importance of praise–and how to give it. Understand the influences that shaped the behaviors of the individual being coached. Determine whether an employee is responding to corrective coaching, when to keep him — and when to fire him. Create an action plan for teaching employees to identify and alter unwanted behavior. Master spontaneous coaching: delivering praise in 15-20 seconds — and corrective feedback within 45 seconds. Formulate structured conversations when corrective coaching isn’t working. Create successful, detailed, and clear personal, team, and work evaluations and mission statements. The first book of its kind, Coaching for Emotional Intelligence is a thoughtful, realistic, and accessible guide that will change the way managers lead in the workplace — and will ensure that their employees are reaching their full potential.”

Quotes from Coaching For Emotional Intelligence;

“All work…provides a form of service that makes a difference in the world. This is true of all jobs, no matter how mundane and ordinary the job might seem to be.”

“A team without vision is like a crew on a boat without a destination. Once your team’s long-term vision has been defined, you then define short-term action plans to move in the direction of accomplishing your long-range vision.”

“People want their leaders to notice what they do, to offer appreciation for work well done, and to provide timely and appropriately phrased corrective coaching when improvement in performance is needed.”

“Coaching is a structured conversation designed to enhance, maintain, improve or correct performance.”

“You are accountable for the performance of each and every person who reports to you. That is what leadership is.”

“With a clear picture in mind of how you want to behave, start acting that way, even though it takes you out of your comfort zone…The more you do this, the more comfortable you will feel with the new behaviors.”

Managers who provide consistent, constructive feedback run more efficient departments, equip their employees to become leaders, and gain the support they need for their efforts. Proficient managerial coaching aligns employees with company strategy, so that day-to-day activities are translated into long-term results. Moreover, employee retention rates and satisfaction are demonstrably higher in companies that value coaching as a managerial skill. Using the Duke CE GAPS model, readers will learn to set goals for employees, assess their progress, plan for action, and support their efforts. Communication skills-listening, face-to-face interaction, asking questions, and providing clear feedback-are emphasized as key tools of the effective coach. Managers are also challenged to analyze their own mental models, attitudes, biases, and behaviors that might skew the coaching sessions. Coaching and Feedback for Performance is a practical guide that shows managers step-by-step how to develop existing and new talent within an organization.

“In a typical manager-employee relationship, coaching is an ongoing cycle of goals and desired outcomes, plans, experimental actions, learning opportunities, reflections and retries.”

“Establish a relationship that allows you to discuss goals in detail, including the roles you will each play and how these affect the outcomes.”

“Coaching is about guiding and teaching, not controlling and grading.”

“Approach all coaching conversations as collaborative, mutual exchanges of ideas and possibilities.”

Chances are, if you’re a manager in almost any organization today, coaching has become an integral part of your responsibilities. And there’s no more effective approach to coaching than Action Coaching. Developed by the authors through their work with Levi Strauss, Colgate, Bank of America, Arthur Andersen, and other leading companies, Action Coaching is the only coaching process that dramatically increases an individual’s personal performance in direct correlation with established organizational goals. Here, Dotlich and Cairo share the same advice, techniques, and tools they’ve used to transform hundreds of managers and executives into first-rate coaches. Moreover, they clearly demonstrate how Action Coaching can be used as a strategy for achieving organizational goals by aligning personal improvement with a company’s vision for the future.

“More than ever before, human assets are of critical importance to companies. As the playing field levels in areas such as technology and information, the competitive edge goes to the company with the highest performing people.”

“Self-awareness is linked with business results. During the first or second meeting between coach and client, goals are set that join how an individual perceives the need to change with the organization’s perception of the need to change.”

“Coaching intervention is a relatively new phenomenon – part of a larger trend of ’individualization.’”