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High-performance coaching for managers a step-by-step approach to increase employees' performance and productivity

When workers do not receive advice--but instead are questioned about their own views--they regard their managers as either incompetent or disingenuous. Effective managers should be able to offer direction to their employees. After all, managers are responsible for ensuring that their organizational...

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Bibliographic Details
Main Authors: Rothwell, William J., Bakhshandeh, Behnam (Author)
Format: eBook
Language:English
Published: New York Productivity Press 2022
Edition:1st
Subjects:
Employees / Coaching Of / Fast
Employees / Training Of / Fast
Employees / Training Of / Http://id.loc.gov/authorities/subjects/sh85042896
Employees / Rating Of / Fast
Employees / Coaching Of / Http://id.loc.gov/authorities/subjects/sh2005004725
Employees / Rating Of / Http://id.loc.gov/authorities/subjects/sh85042884
Labor Productivity / Http://id.loc.gov/authorities/subjects/sh85073719
Personnel / Formation
Labor Productivity / Fast
Online Access:
Collection: O'Reilly - Collection details see MPG.ReNa
Table of Contents:
  • Analyzing the Gap </P><P></P><UL><UL><P><LI>Chapter 7:</B> <B>Step 4</B>-What is the measurable gap? </LI><P></P><B><P><LI>Chapter 8:</B> <B>Step 5</B>-How important is the gap? </LI><P></P><B><P><LI>Chapter 9:</B> <B>Step 6</B>-What are the root causes of the gap?</LI><P></P></UL></UL><P></P><B><P>Phase Three
  • Analyzing the Solution </P><P></P><UL><UL><P><LI>Chapter 10:</B> <B>Step 7</B>-How many ways can the gap be closed?</LI><P></P><B><P><LI>Chapter 11:</B> <B>Step 8</B>-What is the most effective way to close the gap? </LI><P></P><B><P><LI>Chapter 12:</B> <B>Step 9</B>- What are the consequences of closing the gap?</LI><P></P></UL></UL><B><P></P><P>Phase Four
  • <P>Building a Strong Foundation for High-Performance Coaching Journey </P><P></P><UL><UL><P><LI>Chapter 1-General Concept of Coaching </LI><P></P></UL></UL><UL><UL><B><P><LI>Chapter 2-</B>Performance Coaching </LI><P></P><B><P><LI>Chapter 3-</B>Mindset, Attitude, Behavior and, Performance<B> </LI><P></P></UL></UL><P></P><P>Phase One
  • Building Relationship and Recognizing the Situation </P><P></P><UL><UL><P><LI>Chapter 4:</B> <B>Step 1</B>-How to establish relatedness and building rapport? </LI><P></P><B><P><LI>Chapter 5:</B> <B>Step 2</B>-What is the issue at hand? </LI><P></P><B><P><LI>Chapter 6: Step 3</B>-What should be happening? </LI><P></P></UL></UL><B><P></P><P>Phase Two
  • Implementation and Evaluation </P><P></P><UL><UL><P><LI>Chapter 13:</B> <B>Step 10</B>- What are the damages of inaction?</LI><P></P><B><P><LI>Chapter 14:</B> <B>Step 11</B>- How to implement the solution?</LI><P></P><B><P><LI>Chapter 15: Step 12</B>- How to evaluate the successful implementation?</LI><P></P></UL></UL><P></P><B><P>Support, Maintenance, and Self-Evaluation</P></B><P></P><UL><UL><B><P><LI>Chapter 16: </B>How effective are you? How do you know if you are effective and productive? Maintaining and implementing learned disciplines.</LI><P></P><B><P><LI>Appendix A: </B>Sources for education and implementations<B> </LI><P></P></UL></UL></B>

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