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Product Description
Product Description
The high rate of corporate change and the expectation of short-term performance put those who lead organisations under considerable pressure to produce results. But producing sustained results cannot be achieved by simply driving the bottom line. It requires that those who work for a company at any level be focused and motivated, and this necessitates leadership of a high order. Professional coaching can help the individual at the top develop this skill.
This book describes the current state of evolution of external coaching; it assesses the future demand for coaching as a consultancy service to senior executives and discusses the ways in which that demand may be met. Finally, it offers a model of top executive professional coaching against which buyers may benchmark the services offered to them.
This book describes the current state of evolution of external coaching; it assesses the future demand for coaching as a consultancy service to senior executives and discusses the ways in which that demand may be met. Finally, it offers a model of top executive professional coaching against which buyers may benchmark the services offered to them.
About the Author
LUCY WEST and MIKE MILAN are founding directors of The Coaching Partnership, a specialist consultancy in London offering development coaching for key individuals with the purpose of enhancing organisational performance. They work one-on-one with chief executives, board directors and other senior executives in the private, public and charitable sectors.
Lucy began her career as a public relations consultant. She subsequently obtained an MBA from London Business School and joined Andersen Consulting (now Accenture), where she coached senior executives and their teams through post-merger integrations. She then worked as a development coach at GHN (now Penna Executive Coaching), before leaving to found The Coaching Partnership.
Mike's first career was in management in the public sector (Prison Service, local and central government). Subsequently he was managing director of an optical chain and founding chairman of a consultancy offering monitoring and evaluation of service delivery in the public sector. He joined GHN as a development coach and became director of professional development.
Lucy began her career as a public relations consultant. She subsequently obtained an MBA from London Business School and joined Andersen Consulting (now Accenture), where she coached senior executives and their teams through post-merger integrations. She then worked as a development coach at GHN (now Penna Executive Coaching), before leaving to found The Coaching Partnership.
Mike's first career was in management in the public sector (Prison Service, local and central government). Subsequently he was managing director of an optical chain and founding chairman of a consultancy offering monitoring and evaluation of service delivery in the public sector. He joined GHN as a development coach and became director of professional development.
Inside This Book
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First Sentence
We observe three types of coaching, as defined by: the client's development requirements Read the first page
Front Cover | Copyright | Excerpt | Index | Back Cover
We observe three types of coaching, as defined by: the client's development requirements Read the first page
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Concordance
Browse Sample PagesConcordance
Front Cover | Copyright | Excerpt | Index | Back Cover
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Customer Reviews
Most Helpful Customer Reviews
24 of 24 people found the following review helpful
Format:Hardcover
Coaching books are coming thick and fast but this is clearly one of the best. It maps the terrain of coaching from skills and performance to development coaching - the authors' area of expertise. A model is presented with sections on skills, training, contracting,process, ethics, and illustrated with case studies.
Organisational and personal impact will be maximised through the development coaching of leading executives particularly when delivered alongside change consulting initiatives - too often these fail because top executives do not themselves change attitude and style.
This book is essential reading for all coaches, HR professionals and senior executives. I hope it will result in a much more critical eye being cast on the whole field of coaching and those who call themselves coaches.
Organisational and personal impact will be maximised through the development coaching of leading executives particularly when delivered alongside change consulting initiatives - too often these fail because top executives do not themselves change attitude and style.
This book is essential reading for all coaches, HR professionals and senior executives. I hope it will result in a much more critical eye being cast on the whole field of coaching and those who call themselves coaches.
18 of 18 people found the following review helpful
Format:Hardcover
There are plenty of books that purport to tell the reader how to coach, how to be a good coach or how to use a particular style of coaching. The Reflecting Glass is different from most of them, in that it looks at coaching as a subject and a process. It concentrates on development coaching and succeeds in making all aspects of the topic very clear and easy to understand, whilst highlighting critical issues.
As a coach, I find this book extremely useful. I believe its unbiased study of the subject from all angles, including that of the sponsor, the client and the coach, make it compulsory reading for all H.R. executives with responsibility for senior management development (and useful reading for most senior executives).
As a coach, I find this book extremely useful. I believe its unbiased study of the subject from all angles, including that of the sponsor, the client and the coach, make it compulsory reading for all H.R. executives with responsibility for senior management development (and useful reading for most senior executives).
9 of 11 people found the following review helpful
Format:Hardcover
An excellent book. The aims of development coaching at a senior level are clearly set out, the principles and practice well illustrated. It includes working with the psychological dimensions involved, giving them their proper place and importance and is essential reading for those who wish to improve their understanding and skills.
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