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Coaching for Performance: Growing Human Potential and Purpose (People Skills for Professionals) (Englisch) Taschenbuch – 4. Juni 2009


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'A must read for any coach aspiring to do advanced work with their clients. Bringing together the simplicity of the coaching process and the larger scope of the coaching profession in a readable and provocative way.' --Laura Whitworth, co-founder of The Coaches Training Institute and author of CO-ACTIVE COACHING 'Whitmore has ensured that the book will remain the leading text in its field. The layout makes reading the book pleasurable and greatly assists in appreciating its content. The book falls into four sections. The first introduces the principles of coaching and shows it as a way of managing, an attitude of mind rather than a tool to effect a one-off change. The second section and core of the book deals with the practices of coaching. The approach taken is wide-ranging and usefully includes team coaching. Ideas drawn from management development are interwoven with coaching methodologies drawn from the social sciences. The third section is devoted to leadership for high performance. Leadership in the world today calls for pride of place in a book on management coaching. Whitmore achieves in a few pages what full works on leadership often fail to reach - a understanding of the subject and sound advice on sowing the seeds to develop the skills to lead others. The final section looks at emotional intelligence (EI) and the tools of transformational psychology. Fortunately Whitmore, a qualified psychologist, is thoroughly grounded and relates the coaching process without peeling off into mysticism or spiritualism. If you read an earlier edition then little persuasion will be required to read this edition to bring you up to the cutting edge of coaching.' --Professional Manager 'Overall, the newly written sections on leadership for high performance and transformation through transpersonal coaching really stand out. They are up-to-date, relevantand make a significant challenge to the reader's mindset. These pages offer interesting dimensions on models of psychosynthesis, emotional intelligence, spiritual intelligence and boundaries in coaching.' --People Management

Über den Autor und weitere Mitwirkende

Sir John Whitmore has received the President's Award from the International Coach Federation in recognition for his work in the coaching field. He consults and lectures widely on coaching and teamworking for business with Performance Consultants International (www.performanceconsultants.com). He has written five books on sports, leadership and coaching of which Coaching for Performance is the best known having been translated into over 20 different languages.

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Amazon.com: 27 Rezensionen
43 von 44 Kunden fanden die folgende Rezension hilfreich
The "Grandfather" of Coaching Books - and Still One of the Best! 3. Juni 2009
Von Keith E. Webb - Veröffentlicht auf Amazon.com
Format: Taschenbuch
This book, now in its FOURTH edition, is the grandfather of coaching books and approaches. Much of what has come to be known as professional business coaching came from Timothy Gallway and Whitmore's sports training techniques. As such, the book provides a simple foundation for coaching based on the context of awareness and responsibility through asking questions and listening. He presents the G R O W model of coaching - Goal, Reality, Option, Will - as a format for coaching sessions.

The book begins with a few foundational beliefs of coaches. Unlike old models of management that work from the "carrot and stick" approach, a coach believes in the potential of the client. Whitmore believes that people are only able to change only that which they are aware. Responsibility must stay with the client if they are to perform. Questions raise awareness and yet maintain the client's responsibility. If the coach tells the coachee something, awareness may increase slightly, but responsibility in now in the hands of the coach, the source of the information. Questions cause the client to pay attention to their actions, think at higher levels, and provide feedback for the coach to work from.

The G R O W model provides a sequence of questioning and for the coaching session. A coach starts with the client's goal. Either an end goal, like "retire at age 45," or a performance goal, such as "write a new training manual by December." After further clarifying the goal the coach can move on to the current reality of the situation. Asking such questions as: What have you done on the manual up to now? What are the needs that you think a manual might help? What has kept you from finishing the manual these past two years? Options are then generated from the client as to how they can achieve their goal. Finally, What will you do? Whitmore builds several checks and balances into this last step to ensure performance.

The final sections of the book are new territory in this 4th edition. Coaching used to be about performance - doing, achievement. In the past few years coaching has moved to underlying motivations of personal fulfillment: the "why" underneath the desire to achieve performance goals. Whitmore includes new chapters on coaching for purpose, getting to life's meaning.

Of the dozen books on coaching that I own, this one has consistently been the book I refer back to as I try to explain to someone what is coaching: Believe in the potential of people; raise awareness and maintain responsibility through questions and listening; and follow the GROW model. All are the essence of good coaching.
14 von 15 Kunden fanden die folgende Rezension hilfreich
Good on Coaching... Not So Good on Leadership 20. Juli 2012
Von A Reader from the UK - Veröffentlicht auf Amazon.com
Format: Taschenbuch
I bought the third edition (which concentrated entirely on coaching) about eight years ago and thought it was excellent.

However, for me, this new fourth edition, which is subtitled "The principles and practice of coaching and leadership", over-promises and fails to deliver on the "leadership" bit. In my view, there are much better books on the principles and practice of leadership.

John Whitmore has added three new chapters on the subject of leadership. The first is largely a re-presentation of an old chapter ("Coaching the Corporation") under a new chapter heading ("The Challenge to Leaders") so it is essentially old wine in a new bottle. The second stresses the need for leaders to get beyond their old conditioning and free themselves from fear (which I am all for) but it does not say much about its practice other than, "It can be achieved by coaching." The third lists the author's views on the ideal leader's qualities: (1) values-driven (2) vision (3) authenticity (4) agility - that is, flexibility, ability to get beyond old conditioning, and creativity (5) inner psychological alignment (6) selfless purpose. And that's largely it.

Admittedly, he does suggest that the way for leaders to develop these qualities is through transpersonal coaching and he offers a new "Tools of Transpersonal Coaching" chapter. However, some of its content is a re-presentation of what was in the old "Coaching for Meaning" chapter. The rest is interesting in that it introduces (with little detail) the idea of sub-personalities and a transpersonal model of the psyche. However, I just do not think this all adds up to the "principles and practice of leadership". The principles and practice of modern coaching, yes, but not leadership per se.

In summary, if you are looking for a good book on coaching, this is one. But if you are looking for something to guide you in developing others as leaders (or developing yourself as a leader), for me, this isn't it. What would I recommend instead? If you want something that does address the principles and practice of leadership and gets into the leader's underlying psychology in more depth than Whitmore does, try James Scouller's "The Three Levels of Leadership". If you want just the principles and practice of leadership without the psychology, you cannot go far wrong with John Adair's classic, "Effective Leadership" although he puts less emphasis on values, vision, authenticity and servant leadership than Whitmore and Scouller.
8 von 8 Kunden fanden die folgende Rezension hilfreich
Coaching for Growth 1. Februar 2011
Von goofyrider - Veröffentlicht auf Amazon.com
Format: Taschenbuch Verifizierter Kauf
This book was purchased for an online course, I had no idea what to expect for this book. I have enjoyed reading every chapter, the author uses a ton of practical examples and really has extensive knowledge on the subject of coaching. This truly is a book made to help stretch and grow your performance, not just in your career, but in any application. The GROW model is a great tool for life expansion and greater individual success for any experience level, especially suited for those who are new to the concept of coaching.
3 von 3 Kunden fanden die folgende Rezension hilfreich
Accountable Coaching 6. Dezember 2013
Von David Dean Boyce - Veröffentlicht auf Amazon.com
Format: Taschenbuch Verifizierter Kauf
I've read a couple of other books on Coaching but this one provides a perspective of coaching that is totally new to me and it will help you coach correctly so that those being coached will ultimately be responsible and anxious to be accountable for the results they are really after. Its always fun to learn something so basic yet effective, thanks
2 von 2 Kunden fanden die folgende Rezension hilfreich
Very informative first half of the book 8. März 2013
Von C. Moran - Veröffentlicht auf Amazon.com
Format: Kindle Edition
The first half of the book does a better job than most of covering basic coaching principles and techniques. However, the second half of the book came across as more of an afterthought aimed at filling space and expressing the author's opinions of business and industry today.
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