Business coach

Author: Supu
Publisher:
Publish Date: 2005-05-01
Features: Traditional training is limited to teaching employees without involving them in practice; it only focuses on basic skills and knowledge, failing to truly enhance employees' independent work abilities or improve their performance. Knowing is not the same as understanding, understanding is not the same as applying, and applying is not the same as mastering. Therefore, managers should act like masters teaching apprentices, gradually transforming employees into proficient hands through a series of coaching activities. Additionally, in academic research materials on coaching courses, we found that most existing training and reading materials emphasize the basic skills of coaching, i.e., coaching and the coaching process are an art of active listening, asking questions, and summarizing action plans. While skills are indeed important, there seems to be a lack of a unified process here. That is to say, as a coach, where can I apply these skills? When asked to coach a colleague, where should I start? How long should the coaching process take? What coaching methods should I use? This book provides a theoretical framework, practical models, specific approaches, and some typical successful coaching cases on how managers can train and guide their subordinates. It offers readers a set of ready-to-use tools in practical operations, providing a shortcut for rapidly cultivating high-efficiency employees and significantly reducing training costs.
In the section, we not only define coaching but also provide a relatively practical coaching model. Then, we discuss each stage of the model in detail, followed by suggestions on how to complete the coaching tasks at each stage, as well as ideas and perspectives that guide your specific actions around the skills themselves. In the second part, we prepare a series of cases for readers. They are meticulously provided by coaches and coachees with rich professional, sports, or personal life experiences. In the third part, we offer a series of coaching activities and practice projects for different coaching stages. This book also includes a recommended reading list, listing many publications of high reference value.
Traditional training is limited to teaching employees without involving them in practice; it only focuses on basic skills and knowledge, failing to truly enhance employees' independent work abilities or improve their performance. Knowing is not the same as understanding, understanding is not the same as applying, and applying is not the same as mastering. Therefore, managers should act like masters teaching apprentices, gradually transforming employees into proficient hands through a series of coaching activities. This book provides a theoretical framework, practical models, specific approaches, and some typical successful coaching cases on how managers can train and guide their subordinates. It offers readers a set of ready-to-use tools in practical operations, providing a shortcut for rapidly cultivating high-efficiency employees and significantly reducing training costs.
In the section, we not only define coaching but also provide a relatively practical coaching model. Then, we discuss each stage of the model in detail, followed by suggestions on how to complete the coaching tasks at each stage, as well as ideas and perspectives that guide your specific actions around the skills themselves. In the second part, we prepare a series of cases for readers. They are meticulously provided by coaches and coachees with rich professional, sports, or personal life experiences. In the third part, we offer a series of coaching activities and practice projects for different coaching stages. This book also includes a recommended reading list, listing many publications of high reference value.