- Paperback: 168 pages
- Publisher: Nicholas Brealey Publishing; 2nd Revised edition edition (12 Sep 1996)
- Language English
- ISBN-10: 1857881702
- ISBN-13: 978-1857881707
- Product Dimensions: 22.9 x 18.8 x 1.5 cm
- Average Customer Review: 4.4 out of 5 stars See all reviews (11 customer reviews)
- Amazon Bestsellers Rank: 351,318 in Books (See Top 100 in Books)
- See Complete Table of Contents
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More About the Author
Product Description
Product Description
This handbook helps readers learn the skills and the art of good coaching, and realize its enormous value in unlocking people's potential to maximize their own performance. Coaching is now recognized as more positive, effective and empowering than instruction in business. Now that coaching is both the tool and essence of company culture change, even the most successful managers are seeking to adapt their style accordingly. As John Whitmore writes, "Coaching is not merely a technique to be wheeled out and rigidly applied in certain prescribed circumstances. It is a way of managing, a way of treating people, a way of thinking, a way of being." Adopted by many of the world's major corporations, this easy-to-use title argues for using questions, rather than instructions and commands, and following the GROW sequence - goals, reality, options, will - to generate prompt action and peak performance. It explores the dynamics of team development, and it positions coaching as the essential team leadership skill. This edition has detailed advice on avoiding a "blame culture", and fostering empowered performance. It contains extensive examples of effective questions for general awareness and responsibility - questions which compel the coachee to think and demand high-resolution focus, are descriptive not judgemental, and provide the coach with a feedback loop. There are new sections on motivation and building self-esteem through coaching, feedback and feedforward, and a new chapter on learning and enjoyment - coaching works directly on the senses, so coaching by its very nature enhances enjoyment.
About the Author
Sir John Whitmore consults and lectures widely on coaching and human resource management together with his colleagues David Hemery and David Whitaker of Performance Consultants. After running businesses in the UK, Switzerland and USA he founded Inner Game Ltd with Timothy Gallwey which has been highly influential in introducing new approaches to sports and business training. Sir John Whitmore began his career as a professional racing driver, driving for the highly successful Ford team at Le Mans and won both the British and European Saloon Car championships in the 1960s.
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Customer Reviews
Most Helpful Customer Reviews
90 of 91 people found the following review helpful
Format:Paperback
This book, now in its third edition, is the grandfather of coaching books and approaches. Much of what has come to be known as professional business coaching came from Timothy Gallway and Whitmore's sports training techniques. As such, the book provides a simple foundation for coaching based on the context of awareness and responsibility through asking questions and listening. He presents the G R O W model of coaching - Goal, Reality, Option, Will - as a format for coaching sessions.
The book begins with a few foundational beliefs of coaches. Unlike old models of management that work from the "carrot and stick" approach, a coach believes in the potential of the client. Whitmore believes that people are only able to change only that which they are aware. Responsibility must stay with the client if they are to perform. Questions raise awareness and yet maintain the client's responsibility. If the coach tells the coachee something, awareness may increase slightly, but responsibility in now in the hands of the coach, the source of the information. Questions cause the client to pay attention to their actions, think at higher levels, and provide feedback for the coach to work from.
The G R O W model provides a sequence of questioning and for the coaching session. A coach starts with the client's goal. Either an end goal, like "retire at age 45," or a performance goal, such as "write a new training manual by December." After further clarifying the goal the coach can move on to the current reality of the situation. Asking such questions as: What have you done on the manual up to now? What are the needs that you think a manual might help? What has kept you from finishing the manual these past two years? Options are then generated from the client as to how they can achieve their goal. Finally, What will you do? Whitmore builds several checks and balances into this last step to ensure performance.
The final section of the book is new territory in this 3rd edition. Coaching used to be about performance - doing, acheivement. In the past few years coaching has moved to underlaying motivations of personal fulfillment: the "why" underneath the desire to achieve performance goals. Whitmore includes new chapters on coaching for purpose, getting to life's meaning.
Of the dozen books on coaching that I own, this one has consistently been the book I refer back to as I try to explain to someone what is coaching: Believe in the potential of people; raise awareness and maintain responsibility through questions and listening; and follow the GROW model. All are the essence of good coaching.
The book begins with a few foundational beliefs of coaches. Unlike old models of management that work from the "carrot and stick" approach, a coach believes in the potential of the client. Whitmore believes that people are only able to change only that which they are aware. Responsibility must stay with the client if they are to perform. Questions raise awareness and yet maintain the client's responsibility. If the coach tells the coachee something, awareness may increase slightly, but responsibility in now in the hands of the coach, the source of the information. Questions cause the client to pay attention to their actions, think at higher levels, and provide feedback for the coach to work from.
The G R O W model provides a sequence of questioning and for the coaching session. A coach starts with the client's goal. Either an end goal, like "retire at age 45," or a performance goal, such as "write a new training manual by December." After further clarifying the goal the coach can move on to the current reality of the situation. Asking such questions as: What have you done on the manual up to now? What are the needs that you think a manual might help? What has kept you from finishing the manual these past two years? Options are then generated from the client as to how they can achieve their goal. Finally, What will you do? Whitmore builds several checks and balances into this last step to ensure performance.
The final section of the book is new territory in this 3rd edition. Coaching used to be about performance - doing, acheivement. In the past few years coaching has moved to underlaying motivations of personal fulfillment: the "why" underneath the desire to achieve performance goals. Whitmore includes new chapters on coaching for purpose, getting to life's meaning.
Of the dozen books on coaching that I own, this one has consistently been the book I refer back to as I try to explain to someone what is coaching: Believe in the potential of people; raise awareness and maintain responsibility through questions and listening; and follow the GROW model. All are the essence of good coaching.
47 of 52 people found the following review helpful
Format:Paperback
A first class guide to coaching in business. This is an updated version and is very highly recommended. Sir John worked with Timothy Gallwey to develop the Inner Game approach which is, after all, the bedrock of current coaching training and thinking. This book is therefore authoritiative yet highly readable and has been the basis for many other writers books on coaching. So read it straight from the horse's mouth!
13 of 14 people found the following review helpful
Format:Paperback
Clear and with a straight forward layout, this book makes some relatively complex ideas very simple. I train drivers and instructors, and have made this one of my recommended texts due to the success I have had following Whitmore's approach. I use many of the techniques in the book as part of my training course. Enjoyable and inspiring to read, if you are stuck wondering which of the bewildering array of coaching books will give you a comprehensive yet understandable introduction to the subject - this is the one.
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Most Recent Customer Reviews
A good read
This book has a very practical approach to coaching and gives very useful guidlines for the newcomers of the field and a good refresh for the experienced. Read more
Published 16 months ago by C. Dogan
Excellent
Hi guys,
the book content and condition were both superb. Many thanks. Excellent value.
the book content and condition were both superb. Many thanks. Excellent value.
Published 22 months ago by safehold
Coaching for Performance Review
Heard it was a good book with good references and ideas, I was not disappointed
Published on 5 July 2009 by Mr. Paul Lapins
This book changed my life
In 1994 I attended a coaching skills training course run by Sir John and his colleagues; this book was included as part of the course materials. Read more
Published on 24 Feb 2009 by M. Somers
Wow - the first book you must read if you want to know about coaching
Simply the best. Its meant to be 5 stars but I made an error! Oops
You don't need to say more than that. The GROW model is simple, powerful, and works! Read more
You don't need to say more than that. The GROW model is simple, powerful, and works! Read more
Published on 31 Aug 2008 by Sue Stockdale
One of the most accessible and influential books on Coaching
In this highly influential book, Sir John Whitmore describes what he believes coaching is, how it can be used, and the skills required for coaching. Read more
Published on 25 Aug 2008 by Sonia Thomas
A very good introduction to coaching
Coaching for Performance by John Whitmore describes the skills and the art of coaching, as well as the benefits. Read more
Published on 25 April 2008 by Liz Makin
An authorative introduction to the power of coaching.
Sir John definitely knows the power of coaching for performance. He systematically shows how coaching is the preferred tool of choice for those that realise change is here to... Read more
Published on 27 Dec 2000
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