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The Coaching Organization
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The Coaching Organization
A Strategy for Developing Leaders



August 2006 | 272 pages | SAGE Publications, Inc
The Coaching Organization provides an organizational perspective on how coaching can become part of an organization's culture. The book offers "best practices" that will help organizations deploy developmental coaching on a large scale to drive leadership and employee effectiveness. The popularity of coaching in organizations is enormous. However, coaching initiatives are often deployed on an ad hoc and unmanaged basis and as such often yield disappointing results. The Coaching Organization provides a guide for the strategic management of coaching initiatives, including executive coaching, internal coaching, coaching by managers and peer coaching, so as to maximize their impact and value. Using case studies from organizations such as Whirlpool, Wachovia, Children's Hospital Boston and Citizens Financial Group, as well as entrepreneurial ventures the authors, respected academics in the fields of employee and leadership development, describe how both large and small organizations leverage relationship based, on the job learning and offer insights that executives, line managers, human resource and organizational effectiveness professionals as well students will find actionable.
 
1. The Coaching Organization?
Should Leaders Develop an Internal Coaching Capability in Their Organizations?  
An Organizational-Level View of Coaching  
Case 1.1 Learning From an Executive Coaching Intervention  
The Coaching Organization  
An Organizational Coaching Capability  
A Coaching Capability "Infrastructure"  
 
2. An Overview of Developmental Coaching
The Goals of Developmental Coaching  
Case 2.1: The "Anti-Coach"  
Case 2.2: Everything Is Changing  
Case 2.3: One Too Many Resumes  
Developmental Coaching and Other Forms of Coaching and Counseling  
Formal and Informal Coaching  
The Core Elements of Developmental Coaching  
A Goal-Directed, Willing, Effective Coachee  
A Developmental Coach  
A Coaching-Friendly Context  
A Learning Opportunity  
A Coaching Relationship  
The Coaching Dialogue  
Feedback  
An Opportunity to Keep Learning  
 
3. The Coaching Organization Assessment
Organizational Assessment 3.1: The Coaching Organization Assessment  
The Cultural Context  
The Business Context  
The Human Resource Management Context  
Organizational Experiences With Coaching  
The Coaching-Friendly Organization  
 
4. A Strategic Approach to Coaching
The Need for a Coaching Strategy  
Outcomes That Support a Growing Coaching Capability  
Case 4.1: Was That Really Coaching?  
Case 4.2: I Couldn’t Believe What I Was Able to Accomplish!  
A Comprehensive Assessment of a Coaching Initiative  
 
5. Driving Strategic Transformation Through Executive Coaching at Whirlpool
Coaching and Leadership Development Challenges  
Leading the Whirlpool Enterprise: The Leadership Model  
The Context for Coaching at Whirlpool  
The Management of Coaching in LWE  
Coaching Practices in LWE  
The Experience of Coaching in LWE  
Lessons Learned at Whirlpool  
 
6. Building and Leading a Coaching Capacity
The Need for Leadership  
The Organizational Evolution of a Coaching Capability  
Why on Faith Alone?  
The Rise and Role of the Coaching Practice Manager  
Case 6.1: The Management of Executive Coaching at Omgeo  
Managing the Coaching Capability  
Closing Thoughts on the Management of the Coaching Capability  
 
7. The Internal Coaching Capability
What We Mean by "Expert" Internal Coaches  
Why Expert Internal Coaching?  
Case 7.1: Sam the Coach  
Case 7.2: The Management Effectiveness Business Partner  
Critical Issues in Building an Effective Internal Coaching Capability  
The Results: Do Well-Run Internal Coaching Programs Yield Different Outcomes?  
 
8. The ELP Internal Coaching Program at Wachovia Corporation
The Wachovia Executive Leadership Program  
The Decision to Build an Internal Coaching Capability  
Program Design Elements  
The Internal Coaches  
Training and Support for the Internal Coaching Cadre  
Ongoing Support and Development of ELP Coaches  
Comments on Being an Internal Coach From HR  
Evaluation of the Program  
 
9. Building a Coaching Manager Capability
Can Managers Coach Developmentally?  
The Major Differences  
The Competencies of the Coaching Manager  
Communications  
Accessibility  
Listening  
Creates a Trusting Environment  
The Perfect Manager?  
The Organizational Context and the Management of Role Conflicts  
Organizational Readiness  
 
10. The Coaching Manager in Nursing
Children’s Hospital Boston and the Department of Nursing  
A More Realistic View of Nursing Leadership  
Building Leadership Through Coaching: The Coaching Initiative  
Nurses’ Evaluation of the Coaching-Skills-Training Components  
Customizing the Coaching-Skills Training  
Some Additional Lessons  
Conclusion  
 
11. Peer Coaching at Citizen’s Financial Group (CFG)
The Advanced Leadership Development Program at Citizens  
The Value Proposition for a Successful Peer Feedback System  
The Formula for a Successful Peer Coaching Initiative  
Peer Coaching as a Follow-up Intervention to Executive Education  
Feedback Is Not Always Easy, Even From a Peer  
 
Concluding Remarks: The Frontiers of the Coaching Organization
 
References
 
Appendix A: The Competencies of the Expert Executive Coach
 
Appendix B: The Coaching Manager Self-Assessment
 
About the Authors
 
About the Contributors

"In this era of the search for low-cost, high-impact organizational improvement, The Coaching Organization is a real godsend. In one well-written reference you have everything you and your organization need to know about creating learning through on of the most available resources: relationships. This is an excellent source for helping people master the skills of coaching, so that your organization can be a place where leaders grow leaders. If you're serious about improving organizational effectiveness, you and many of your colleagues need to read this book."

Douglas T. Hall
Boston University School of Management

Sample Materials & Chapters

Chapter 1

Chapter 3

Pages 95-97

Pages 51-57

Pages 21-22


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James M. Hunt

Dr. James M. Hunt is an associate professor of management and former Chair of the Management Division at Babson College, in Wellesley, Massachusetts. There he teaches leadership, talent development and creativity. James has consulted to numerous business and health care organizations on the development of an organizational coaching capability, executive coaching, and talent development by managers. His current research is on the relationship between creativity, uncertainty and career development.  He co-lead the design of Babson’s innovative Talent Management course in the MBA Program and lead the redesign team for Babson’s... More About Author

Joseph R. Weintraub

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