Coaching & Mentoring For Dummies, 2nd Edition - Leo McLeod, (2023)

Title Page
Copyright Page
Table of Contents
Introduction
	About This Book
	Foolish Assumptions
	Icons Used in This Book
	Beyond This Book
	Where to Go from Here
Part 1 Getting Started with Coaching and Mentoring
	Chapter 1 Understanding Coaching and Mentoring: Just the Basics
		Getting the Lowdown on Business Coaching
			Sneaking a quick look at the tools of coaching
			Getting on board with coaching
		Differentiating between Coaching and Mentoring
	Chapter 2 Switching from Doer to Coach
		Managing as a Coach versus as a Doer
			Planning
			Goal setting
			Giving performance feedback
			Dealing with performance issues
			Delegating
			Mentoring and developing staff
		De-coding the Doer Culture
			Identifying why more managers are doers
				Who gets promoted?
				Who are your role models?
				What do managers work to develop?
			Doing the work to make the switch
		Appreciating Your New Role as a Coach and not a Doer
			Calculating the cost of letting go
				Solving problems is natural
				Letting people down
				Missing the work
				Going back to the beginning
			Recognizing that what got you here won’t get you there
	Chapter 3 Finding the Time to Stay Connected
		Using Your Time — Coaches versus Doers
			Time and the doer
				Interruption-driven manager
				The multitasking manager
				Isolated manager
			Time and the coach
		Recognizing What’s Important and Urgent
		Delegate, Ignore, Shrink (DIS)
		Scheduling in Blocks and Sticking to Your Calendar
			Breaking it down in four blocks
			Guarding your calendar in six steps
		Focusing on One-on-One Meetings
			Understanding the basics of a one-on-one
			Organizing a one-on-one meeting
			Looking at some examples
				Sample #1
				Sample #2
				Sample #3
		Building Connections — The How-To
			Management by walking around
			Working remotely
			Coaching remotely
			Mixing it up — both live and remote
			Staying in touch
			Being friendly versus being a friend
	Chapter 4 Laying a Foundation That Builds Commitment
		Distinguishing between Personal versus Positional Influence
			Managing by positional power
			Managing by personal influence
		Seeking Commitment versus Compliance in Today’s Workforce
		Managing as a Tone Setter
			Understanding what tone setting is
			Assessing your performance
		Examining the Collaborative and Assertive Nature of Coaching
			Engage in two-way conversations
			Remind yourself that you’re all adults
			Assert yourself
			Be assertive not aggressive
			Don’t be passive or passive aggressive
		Looking at an Example of Leave ’Em Alone
			Analyzing the manager’s coaching efforts
			Analyzing the manager’s efforts to affect their employee’s level of commitment
			Ascertaining how to handle corrections for this project
		Introducing the Five Pillars for Building Commitment
	Chapter 5 Leveraging Emotional Intelligence
		Understanding What EQ Is
			Differentiating between EQ and IQ
			Rating your EQ skills
		Developing Self-Awareness
			Connecting self-awareness and coaching
			Seeing yourself clearly
				Valuing your values
				Identifying your personality
		Understanding Your Emotions
			Managing your emotions
			Seeking feedback
		Handling Situations — Self-Management
			Connecting self-management and coaching
			Implementing self-management strategies
		Relating Well to Others — Social-Awareness
			Linking social awareness and coaching
			Encouraging two-way conversations — Active listening
			Listening with your eyes
			Listening with your heart
		Leveraging Relationship Management
			Connecting coaching and relationship management
			Keeping track of your interactions
			Case study #1: Terry
		EQ and the Five Pillars of Commitment
Part 2 Facing the Changing Workplace
	Chapter 6 Accepting Change
		Understanding What Has Changed and What Will Change
			Looking back 20 years
			Fast forwarding 20 years: What the future holds
		Recognizing How Covid-19 Changed the Way People Work
		Embracing Change
		Designing for a Changing Workplace
		Looking at Change and the Pillars of Commitment
	Chapter 7 Coaching for Diversity
		Defining Diversity
			Seeing the entire iceberg
			Leaving your judgments at the door
		Inviting Others to the Party
			Letting go of unconscious bias
			Bringing home bias
			Understanding what DEI is
		Being Aware of Assumptions — Trouble Ahead
			Assumption one: Stereotyping
			Assumption two: Setting low expectations
			Assumption three: Believing that differences are negative
			Assumption four: Equating sameness with equality
		Focusing on Performance and Behaviors
			Emphasizing performance
				Attendance
				The work and tasks people do
			Focusing on job-related behaviors
			Stamping out insensitive behavior
			Leading by example
	Chapter 8 Bridging Generational Differences
		Defining Generational Differences
			Breaking down the birth years
			Connecting generations to events
				Example of a Baby Boomer
				Example of a Gen X
				Example of a Millennial
				Example of Gen Z
			Identifying the trends
		Avoiding the Trap of Generation-Casting
		Figuring Out How to Connect Generational Differences
			Know yourself
			Pay attention to other people’s stories
			View it as just one lens
		Understanding the Role of Values
Part 3 Motivating and Empowering Your Staff
	Chapter 9 Fueling Employee Motivation
		Calling for Action: Understanding Motivation
			Withdrawals erode motivation
			Deposits build motivation
		Show Me the Money: Pay as a Motivator
			Looking at the pros and cons of money as a motivator
			Motivating through pay — Yes or no?
		Identifying What Really Motivates People
			Having a purpose
			Supporting their autonomy
			Recognizing mastery of skills
		Understanding Yourself as a Manager
	Chapter 10 Implementing Key Strategies to Motivate Your Employees
		Focusing on Performance
			Encouraging the right behaviors
			Rewarding the right behaviors
			Rewarding in a timely manner
		Matching Business Needs to Employee Needs
			Discovering your employees’ needs
				Asking what they need — the motivation questionnaire
				Setting yourself up for success
			Creating a motivation plan
			Encouraging initiative
		Understanding What’s Unique about People
			Treating your employees the way they want to be treated
				Introducing the Platinum Rule
				Applying the Platinum Rule
		Building Pillars of Commitment
	Chapter 11 Teaching by Asking Questions
		Tapping the Power of Asking
			Understanding why questions are so powerful
			Knowing what happens when you don’t use questions
		Using Questions: When and When Not To
			When questions don’t work
				Playing 20-questions
				Telling employees how they’re performing
				Providing necessary information
				Giving direction
				Asking questions when employees lack the background
			When questions work
				Analyzing and problem-solving
				Evaluating options and making decisions
				Doing things better or differently
				Developing plans
		Asking Coaching Questions: The How-To
			Comparing close-ended and open-ended questions
			Focusing on space and time
		Facilitate and Listen (Don’t Dominate or Vacillate)
			Seek positive outcomes
			Go in a logical flow
			Tune in and listen
		Handling Challenging Bumps along the Road
			The “I-don’t-know” employee
			When you don’t like their ideas
		The Case of Coaching with Questions
		Impacting the Pillars of Commitment
	Chapter 12 Building Career Self-Reliance
		Planning for Changes — Everything from Rightsizing to Downsizing
		Being an Advocate to Build Self-Reliance
			Focusing on career self-reliance
			Considering other trends
			Counteracting resistance
				Recognizing those resistant employees
				Steering clear of potential traps
		Setting a Vision
			Designing the mountain
				Letting your employees self-reflect
				Creating their mountains
				Examples of mountains
		Coaching for Progress
			Focusing on professionals
			Spotting 12 behaviors of professionalism
				Exhibiting a can-do manner
				Showing a willingness to learn
				Having flexibility
				Being a team player
				Taking initiative
				Being creative
				Producing reliably
				Communicating constructively
				Solving problems
				Being service-oriented
				Doing what you say
				Fitting into the culture
			Aligning with company goals
			Mentoring and advocating
				Identifying opportunities
				Provide the needed support
		Sharpening Your Employees’ Skills
			Focusing on both technical and EQ skills
			Mentorships
		Influencing the Pillars of Commitment
Part 4 Coaching for Performance and Growth
	Chapter 13 Delegating and Empowering
		Delegating 101 — Just the Basics
			Defining delegating
			Understanding delegating pitfalls
			Knowing what you gain when delegating
		Knowing What to Delegate
		Matching Employees to Tasks
		Putting the Delegating Tool into Action
			Step 1: Describe the assignment
			Step 2: Define parameters
			Step 3: Provide resources for support
			Step 4: Check for understanding
				Ask open-ended questions
				Tracking how they respond
			Step 5: Establish checkpoint meetings
			Step 6: Provide feedback and positive reinforcement
			Putting delegation in action: Case study
		Handling Employee Resistance
			Recognizing what causes resistance
			Overcoming that resistance
		Using Delegating to Build the Pillars of Commitment
	Chapter 14 Giving Constructive Feedback
		Using Constructive Feedback versus Praise and Criticism
		Providing Constructive Feedback: A Step-by-Step Guide
			Content
			Manner
			Timing
			Frequency
			Using a significant-events list
		Focusing on the Discussion after Giving Feedback
			Keeping a positive outcome in mind
			Dealing with defensive reactions
		Building the Pillars of Commitment through Feedback
	Chapter 15 Setting Performance and Development Goals
		Understanding the Importance of Planning for Everyone
		Defining the Three Types of Goals
			Strategic goals — Where the organization is going
				Assessing success
				Focusing on shared values
			Performance goals — How well the employee is doing
				Recognizing the best performance goals
				An example — Performance goals in action
			Development goals — What skills, knowledge, and abilities are key
		Creating SMART Goals
			Examining what SMART stands for
			Connecting SMART goals
			Sampling SMART performance plans
				Sample #1
				Sample #2
		Mutually Setting Goals
		Planning Goals — The Keys to Success
		Helping Build the Pillars of Commitment
	Chapter 16 Taking the Pain Out of Employee Reviews
		Relaxing about Performance Reviews
			Looking at the process of reviews
			Understanding why you’re anxious
		Starting with Status-Review Meetings
			Running a status-review meeting
			Realizing the benefits of the status-review meeting
		Following up with Checkups
			Managing a checkup meeting
			Understanding the benefits of the checkup
		Conducting a Project Postmortem
			“Operating” a postmortem meeting
			Adding up the benefits of the postmortem
		Building the Pillars of Commitment
	Chapter 17 Coaching for Development and Improvement
		Knowing What to Develop
			Focusing on growth
			Starting the process — Five steps to follow
				Step 1: Assess competencies and explore needs and interests
				Step 2: Clarify the organizational needs and competencies required
				Step 3: Analyze and prioritize career issues and needs
				Step 4: Mutually construct a development plan
				Step 5: Follow up to review progress and offer support
			Crafting the plan
				Case study: Development plan in action
		Coaching for Development
			Encouraging progress
			Measuring progress
			Don’t promote promotions in your development efforts
		Coaching Underperformance
			Approaching it the right way
			Having the hard conversation
				Following up with your employee in four easy steps
				Case study: A development plan focused on improvement
			Dealing with difficult obstacles in getting improvement
				Hold onto the wheel — time to change behavior
				The problem outside of work is affecting performance at work
			Realizing when the exit door is needed
		Building on the Pillars of Commitment
Part 5 Mentoring for Life
	Chapter 18 Mastering Mentoring
		Understanding How Coaching Differs from Mentoring
			Distinguishing between mentoring and coaching — An example
				Coaching for performance
				Mentoring for life
			Recognizing what coaching and mentoring share
			Putting the two together — A powerful combination
		Avoiding the Pitfalls of Mentoring
		Taking the Right Steps
			Lead by example
			Revisit their mountains
			Do what you can
			Prioritize it
		Using the Two Tools of Mentoring
			Sharing
				Sharing knowledge and experience
				Sharing observations
				Providing suggestions and advice
				Giving the big picture
				Mentoring by sharing messages
			Challenging
				Using questions
				Asking for plans
				Asking for decisions and recommendations
				Giving challenging assignments
		Building the Pillars of Commitment
	Chapter 19 Building a Support Team
		Encouraging Them to Look Elsewhere to Meet Their Needs
		Identifying What Employees Need
		Differentiating between Allies, Advocates, and Optimists
			Understanding what you’re going through — Allies
			Having your back — Advocates
			Cheering you on — Optimists
		Finding Support
		Identifying Keys to Successful Mentoring
Part 6 The Part of Tens
	Chapter 20 Ten (or So) Surprises for You
		Change in Behavior Takes Time
		You’ll Grow as a Coach over Time
		You Can Do Only So Much
		You May Like It
		Your Friends and Partners Will Appreciate You More
		Your Employees Become Coaches
		You’ll Discover Something New
		Everything Changes
		You May Find a Second Career
	Chapter 21 Ten (or So) Coaching Myths Debunked
		You Can’t Afford the Time to Coach
		Coaching Is Only about Being Nice to Employees
		Everyone Needs to Support Coaching
		Coaching Means Seeking Consensus on Every Decision You Make
		If You Hire Good People, Coaching Isn’t Really Necessary
		Employees Have to Ask for Coaching in Order to Be Receptive to It
		Coaching Collaboratively Doesn’t Work When You Have a Disagreement
		Coaching Involves Being Direct — People Don’t Like That
		You Have to Be a Psychologist to Coach Employees
Index
EULA