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From the Inside Flap
Masterful Coaching
"What is Masterful Coaching?" asks Robert Hargrove. "Masterful coaching is about nothing but co–creating an Impossible Future with someone—from a good leader to great one, from a third world nation to a first, from industry follower to industry game changer."
Says Hargrove, "Coaching is the fastest, most powerful way to develop leaders at all levels." Ask people "′What is impossible that you are going to do today?′ versus ′How are we going to get our list of homogenized corporate leadership competencies into you?′"
As people stretch to reach goals, they realize that what got them here as a leader isn′t going to get them there. Masterful coaching is about transformational learning, not transactional techniques.
When the first edition of Masterful Coaching was published, it quickly became the standard resource for anyone who was a coach, considering becoming a coach, or curious about being an extraordinary coach. In this completely revised third edition of his groundbreaking book, Hargrove presents his profound insights into the journey of becoming a masterful coach along with guiding ideas, tools, and methods.
You will gain the confidence and skills needed to master one–year coaching engagements with Hargrove′s 12 Catalytic Coaching Conversations.
This new edition will show you how to:
Stand in people′s greatness, even when they fall from it
Coach executives to realize an Impossible Future and Transformational Change
Co–create a winning game plan and jump start it with catalytic breakthrough projects
Develop extraordinary leaders in the process of producing extraordinary results
Provide people the ultimate self–development and growth experience
Implement the "secrets" of worldclass coaches in building a super successful coaching practice
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One unique contribution is Hargrove's model of triple-loop learning. It is a model of reflection. The first loop is reflecting on the outcome of actions for incremental improvement. The second loop is reflecting on assumptions that led to the decisions about those actions. The third loop is self-reflection on the core identity of the decision maker. This acknowledges that who we are influences our assumptions about the world and thus our actions. This type of reflection has become the core of quality coaching.
Other particularly helpful sections are the chapters on stretch goals and breakthrough thinking. Pushing for breakthroughs, rather than incremental change, requires the use of stretch goals. Hargrove tells us how to coach through the process of setting stretch goals. He says you first must decide what would be a breakthrough, then dig inside for motivation by examining why it is important to achieve and what's in it for me? Finally, learning and acting differently is essential to reaching stretch goals.
Hargrove's combination of systems thinking and learning organization principles with coaching is a real winner. Other books might be more thorough on the "how to" of coaching but his theory and tools for transformational change are excellent and unique.
3 major points for pondering:
Personal Transformation: The author focuses on taking effective action throughout the book but the personal transformation that the book pushes readers to explore is powerful. "...coach is someone who engages and enters into the learning system of a person, business or social institution with the intent of improving it so as to impact people's ability to perform" (pg. 17) The presentation of coaching methodology and transformational learning discuss an individual's governing values and implications of those values in learning including Triple-loop learning, Double-loop learning, and Single-loop learning. Personal transformation is the foundation for everything that is presented in the book and is key to the "being" of a person.
A way of "Being" is central to being an effective coach: The characteristics of masterful coaches provide a guide for self-reflection and self-growth. The characteristics are the core of who one is and their sense of "being". Characteristics: 1. The ability to inspire; 2. Setting higher standards; 3. Honesty and integrity; 4. Disciplined intensity; 5. Forwarding action; 6. A passion to help others learn, grow, and perform.
Stewardship, commitment and learning models: The author discusses the shift from dominance to learning in groups and organizations and provides examples for the reader to internalize and better understand the paradigm shift. The role of the coach is is defined in the context of being a steward.
Fully grasping the third loop and its potential impact is not trivial, and the capacity to operate at this level provides a coach, manager, or leader an access to "transformation" of who people are and what they perceive in a given situation. The results can be far beyond the predictable. I personally know of corporate programs based on the principles of this book that have generated millions through productivity gains in a span of a six months.
This is NOT manipulation. Hargrove states in chapter 1, "it requires authentic communication" and again in chapter 4, "Any attempt to manipulate people will likely be detected and backfire."
If you are accountable for producing results through others as a leader, manager, business owner, or little league coach, this book provides powerful material for helping them achieve performance far beyond what is predictable.
For those already on the cutting edge of consulting in the distinctions of being, context, enrollment, and personal and organizational transformation, Hargrove's book offers yet more ways to express these ideas and produce the results that lead to effective action. The book also serves as a valuable text for individuals you wish to develop as coaches.
For those new to these ideas, the book is an excellent introduction to the principles of being vs. doing, committed speaking and listening, integrity (as a distinction), and personal transformation.
As a facilitator for a company that delivers adventure-based outdoor team building seminars, I was looking for a guide to help me make a real difference for my corporate clients; this book provides a structure for coaching that can have a profound and lasting impact.
My personal experience of participating in "transformational learning" seminars delivered by the Landmark Education Corporation, leads me to suggest that the maximum value of this book can be realized not just by reading, but by actually participating in a seminar or training program that gives one access to a trained "transformation coach". It was only after experiencing the distinctions of transformational learning on a personal level that I became effective at coaching others in transformation.
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