Coaching and Mentoring: How to Develop Top Talent and Achieve Stronger Performance (Harvard Business Essentials)
Effective managers know that timely coaching can dramatically enhance their teams' performance. Coaching and Mentoring offers managers comprehensive advice on how to help employees grow professionally and achieve their goals. This volume covers the full spectrum of effective mentoring and the nuts and bolts of coaching. Managers learn how to master special mentoring challenges, improve listening skills, and provide ongoing support to their employees. The Harvard Business Essentials series is designed to provide comprehensive advice, personal coaching, background information, and guidance on the most relevant topics in business. Drawing on rich content from Harvard Business School Publishing and other sources, these concise guides are carefully crafted to provide a highly practical resource for readers with all levels of experience and are especially valuable for the new manager. To assure quality and accuracy, a specialized content adviser from a world-class business school closely reviews each volume. Whether you are a new manager seeking to expand your skills or a seasoned professional looking to broaden your knowledge base, these solution-oriented books put reliable answers at your fingertips.
Coach your employees to success
By Rolf Dobelli "getAbstract" - January 9, 2008
Everyone would agree that organizations are only as good as their employees. Still, many companies have not established a formal coaching and mentoring system to develop their most promising talent. Moreover, these companies do not capitalize on the vast knowledge and experience that veteran employees can pass down. Like the other useful books in the Harvard Business Essentials series, this volume is clearly written, easy to understand and brimming with practical advice. If your company already understands the value of coaching and mentoring, then you'll be covering familiar territory here. But if you're interested in learning the basics of a terrific business tool, we recommend this book as an excellent starting point.
Simplistic, inaccurate, misunderstands coaching
By Corey - May 16, 2012
This was a confusing book to read. It equates coaching with more or less telling people what to do in a supervisor-subordinate relationship. In terms of my own reading on the practice of coaching, this is not what it is. One half of the book is about mentoring which, in the author's description of it, is much closer to coaching as I understand it. The book does not totally lack good ideas and advice, but its examples and sample conversations reveal an assumption that employee apathy and underperformance are related to a misunderstanding of the company's goals. I have news for this author: often, the problem is that the employee DOES understand the company's goals, and they have nothing to do with the employee's well-being. That's the way the business world is, and this book promulgates that. At times, it reminded me of Bill Lumbergh in the movie "Office Space."
If you want a good book on the modern practice of coaching, this is not it.
A Real How-To Guide
By John Chancellor "Mentor coach" - January 9, 2012
The term coaching is being used more and more often in the workplace. Unfortunately many people use the term without really understanding the coaching process. Too often managers think that coaching is simply showing/telling the worker what they are doing wrong or how things should be done. Telling/showing is not coaching.
The book does an excellent job of defining and illustrating what good coaching is and how to effectively coach. Coaching is different from training. "Coaching is an interactive process through which managers and supervisors aim to solve performance problems or develop employee capabilities." There are significant benefits to effective coaching - higher productivity, better morale, lower turnover and increased employee capabilities.
The first step in the process is preparation. You cannot just jump in and start coaching. It begins with observation without judgment. As a coach, you must refrain from jumping to conclusions about why... read more
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