Learning and developing from day to day experience

This book offers managers and human resources professionals both a strategic approach and a practical guide to developing people. It explores how a manager can build the capability of individuals, teams and organisations by providing people with challenging experiences and helping them to learn from these experiences. It shows how to create conversations that make a real difference and how to establish effective relationships. It also sets out a practical approach to identifying and nurturing talent and managing succession issues.

A key feature of the role of managers is to develop the people who make up their team. This book explains the development process and contextualises it against the overall aims, strategies and business plans of the organisation. It explores the role of the line manager in creating development opportunities and provides examples to show how managers can use coaching, mentoring, delegation and performance management to help their team develop skills and learn to work together effectively.

Development for Improved Performance

Leading and Coaching

Mentoring and Delegating

Change and Performance

Evaluating Performance

A Manager's Toolkit for Performance Delivery

Carole Pemberton
Founder of Career Matters, a coaching practice which offers careers coaching to managers. Previously with PA Consulting.

Introduces managers to techniques drawn from Brief Therapy, based on the work of Steve de Shazer and Insoo Berg

Applies techniques to particular issues that may be brought to a manager as a coaching issue

Addresses how coaching can be encompassed within the daily demands of a manager once the principles and tools are understood

Coaching for Tough Times presents the principles of solution focused thinking in a language that is readily understandable by managers, and show that those principles can be applied to a range of issues which managers may find themselves facing as willing or 'enforced' coaches.

The explosion of coaching has led to two distinct strands. The first has been the growth of executive coaching as a distinct offering to middle and senior managers from external providers. At the same time managers are being exhorted to act as coaches to their own staff, distinguishing the role of coach from the well established function of mentoring. While mentoring is explicitly based on being part of the same game and hence being able to share experience, tactics and cultural awarenesses, the manager is simultaneously being asked to act as 'on' and 'off-side'. Acting as coach places particular demands on managers.

Readership: HR professionals;Training Managers/Learning Officers; Line managers with people responsibilities; Corporate training consultants; Coaches; Secondary Audience: Executive Coaching courses, MBA courses with an HR focus.

Evoking Excellence in Others
Second Edition

James Flaherty
New Ventures West, San Francisco, CA

New edition of a classic in the field of coaching-- 1st edition sold over 27,000 copies

Presents the fundamentals of coaching and offers practical ways to implement coaching programs in any organization

Revised and updated including new material on latest approaches, the effect of technology and other developments in the field

Praise for the first edition: “As interest in coaching grows, I think Flaherty’s book will come to stand out as a definitive work.” – Peter M. Senge

Coaching: Evoking Excellence in Others proposes rigorous methods of practice and self-observation in a relationship of mutual trust, respect and freedom of expression. It will probe you to rethink and possibly undo how you relate to your clients, your partner, your staff, your friends, and how you produce long-term excellent performance in yourself.
This 2nd edition includes new chapters on working with the body and what to do when we find ourselves stuck in our coaching efforts. These chapters, have been included to expand the coaches repertory and readiness to step into wider areas of engagement with clients. As with the previous edition these chapters have annotated bibliographies at their conclusion that will assist the reader in continuing their study. The appendix also has expanded list of self-observation exercises and practices as well as additional material that can be used in assessment.
This book will act as a learning guide for new coaches and master coaches who want to challenge their methods of partnering with clients. It is also applicable to managers intending to include coaching in their developmental roles with team members.
The author has led workshops in coaching, communication, leadership, and project management for more than 12,000 people. These have included participants from many Fortune 500 companies such as AT&T, FMC, Chrysler, Ernst & Young, Cargill, Levi Strauss and Coopers & Lybrand.

Readership: Primary:Coaches,practicing managers,training professionals Secondary: Executive coaching courses

Author: Ian Fleming, Allan J.D. Taylor

Author: Geof Alred, Bob Garvey, Richard Smith