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Product Description
Product Description
"Leadership Coaching" is the first coaching text to recognise the need for coaches to engage with an individual's personal and psychological issues to enable coaches to identify interventions that demonstrate how emotional awareness can be translated into improved performance. It presents these concepts in a highly accessible format that is aimed at readers of all backgrounds whether they are practicing coaches or sponsors of coaching, or human resource professionals or line managers. In addition, the book explores the competencies and training required for coaches and the process for sponsors tasked with buying coaching services. The book provides readers with a practical toolkit illustrated with a wide range of concise case studies, diagrams, tables and worksheets.
About the Author
Graham Lee is Director of Coaching at OCG Limited, a business psychology consultancy. His pioneering approach to coaching, developed over the last decade, draws on his extensive training and experience as a psychotherapist, as well as his business experience as a manager within the pharmaceutical industry.
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Customer Reviews
Most Helpful Customer Reviews
17 of 17 people found the following review helpful
Format:Paperback
Forget about the rest, this is the very best and most insightful book about Leadership Coaching available on the market today. In places controversial but always inspiring, Lee takes his readers on a detailed and fascinating journey into the world of leadership coaching. The models Lee uses are clear throughout, no doubt the result of working with many of the UK's outstanding business leaders combined with a background in psychotherapy. Lee uses excellent case studies to bring the theories he uses alive. I found the book a terrific read, inspiring stuff.
10 of 11 people found the following review helpful
Format:Paperback
This book offers a great insight into the world of coaching. The focus on the personal and how we unconsciously manage others makes it stand-out from the crowd. Graham wants us to look more deeply at the motivations of managers to affect real change and improvement. The links between personal development and organisational performance are well-made.
The structure of the book makes this a very easy book to read. The use of case studies adds weight to the author's views and judicious use of tables and diagrams really helps to get the message across.
Highly recommended!
1 of 1 people found the following review helpful
An excellent primer for executive coaches who want to develop greater psychological depth
8 Nov 2011
Format:Paperback|Amazon Verified Purchase
Many executive coaches coming purely from a business background lack the psychological depth needed to help clients make significant and long-lasting change. While much of the popular coaching literature overlooks or simplifies the challenge of personal change, Leadership Coaching provides an accessible guide to coaching from a mature psychological perspective.
Graham Lee introduces a number of valuable frameworks which, along with a series of case studies, provide the coach with valuable resources to deepen his or her practice.
First the nature of the self is explored using the notions of 'compliance' (responsiveness to the needs of the organisation) and 'defiance' (responsiveness to one's own needs). An important goal of leadership coaching is to identify such patterns of relating and to work towards 'authenticity'. (As someone else put it, as human beings "we tend to collude, or collide. The challenge is to connect".)
Second the nature of change is explored in terms of how individuals establish habitual ways of experiencing and making sense of the world. Lee introduces the 'ACE FIRST' framework: Actions, Cognitions, Emotions, Focus of attention, Intention, Results, Systemic factors, and Tension (in the body). These eight factors provide a valuable focus for the coach's attention, enabling the client's patterned ways of being and relating to be brought to light.
Third, Lee provides a down-to-earth explanation of the place and significance of the unconscious in coaching. For any practitioner who is unfamiliar with the impact of 'unconscious process' on coaching, this may be the most valuable section of the book. It's remarkable that concepts such as transference and counter-transference are omitted from much coach training, so essential are they to any coach serious about helping clients change established ways of being.
Fourth, Lee introduces a process of leadership coaching, termed 'LASER'. This covers 'Learning' - concerned with creating and maintaining the conditions necessary for change. 'Assessing' - concerned with collecting and reviewing information. 'Story-making' - forming and testing hypotheses. 'Enabling' - recognising which factors will enable and which limit the possibility for change. And finally 'Reframing' - designing interventions that enable the client to see aspects of their experience in new ways.
All coaches who are getting serious about facilitating change in others, and who understand that resistance to change is normal, and that deconstructing established patterns of behaviour requires the right conditions, would do well to read this book.
Graham Lee introduces a number of valuable frameworks which, along with a series of case studies, provide the coach with valuable resources to deepen his or her practice.
First the nature of the self is explored using the notions of 'compliance' (responsiveness to the needs of the organisation) and 'defiance' (responsiveness to one's own needs). An important goal of leadership coaching is to identify such patterns of relating and to work towards 'authenticity'. (As someone else put it, as human beings "we tend to collude, or collide. The challenge is to connect".)
Second the nature of change is explored in terms of how individuals establish habitual ways of experiencing and making sense of the world. Lee introduces the 'ACE FIRST' framework: Actions, Cognitions, Emotions, Focus of attention, Intention, Results, Systemic factors, and Tension (in the body). These eight factors provide a valuable focus for the coach's attention, enabling the client's patterned ways of being and relating to be brought to light.
Third, Lee provides a down-to-earth explanation of the place and significance of the unconscious in coaching. For any practitioner who is unfamiliar with the impact of 'unconscious process' on coaching, this may be the most valuable section of the book. It's remarkable that concepts such as transference and counter-transference are omitted from much coach training, so essential are they to any coach serious about helping clients change established ways of being.
Fourth, Lee introduces a process of leadership coaching, termed 'LASER'. This covers 'Learning' - concerned with creating and maintaining the conditions necessary for change. 'Assessing' - concerned with collecting and reviewing information. 'Story-making' - forming and testing hypotheses. 'Enabling' - recognising which factors will enable and which limit the possibility for change. And finally 'Reframing' - designing interventions that enable the client to see aspects of their experience in new ways.
All coaches who are getting serious about facilitating change in others, and who understand that resistance to change is normal, and that deconstructing established patterns of behaviour requires the right conditions, would do well to read this book.
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