In 10 chapters, Impact sheds light on how coaching tools can be used to develop employees' potential. It answers questions such as: What is the value of coaching discussions? What exactly is coaching? What occasions are appropriate for coaching? Who is coachable? How does a coach trigger a solution? How does a coach make astute use of different types of questions?
The starting point is always a story from the author's own coaching experience, anonymized and altered to disguise real-life details. The take-aways relevant to the topic of each chapter are presented as briefly as possible and as extensively as necessary; info boxes provide a quick overview of specific concepts. Each chapter concludes with a summary of key points.
Table of Contents
Foreword 9
Introduction Why managers should also be development guides 11
If you use coaching tools to give people impetus - that is, inspire and motivate them to develop their potential - you can strengthen the whole organization while dedicating more time and energy to the strategic management of your business. This book shows you how.
Chapter 1 The strategy dilemma - or: How to make time for your Priorities 15
If you neglect strategic tasks today, they will hit you in the face tomorrow - and more so in the VUCA world. Here are some ideas for new solutions.
Chapter 2 Engaging your staff through communication - or: Please use the elevator! 31
To trigger a certain response, you need to engage people. It helps to have a basic understanding of different personality types - and to know the corresponding approaches.
Chapter 3 How to increase value contributions - or: The blessings of coaching 47
Every individual has hidden potential. Coaching is one way to develop that potential and increase a person’s value contributions.
Chapter 4 Coaching occasions - or: Can I actually do something myself? 63
The coaching toolbox is big and colorful. If you know the basics, you can provide people with valuable impetus in many situations. This may accomplish much more than traditional people development events.
Chapter 5 Helping people help themselves - or: Just ask the right questions 79
If you know what approaches are appropriate in which situations, you can choose among them dynamically - almost as though you were moving a slider. That is a key part of agile leadership.
Chapter 6 Who is coachable? - or: You can’t make pigs fly 95
Everyone is coachable, but not in every situation. Appropriate skills and resources are key for people to help themselves - after they’ve been given the appropriate impetus.
Chapter 7 Making coaching possible - or: Proper tool application is key 109
A development guide always makes sure to create the right setting for conversations with employees. Trust is the basis; questions help establish clarity.
Chapter 8 Finding solutions - or: When people don’t know what they know 125
If you assume people know more than they are aware of, you can help them solve their own problems - with courage and creativity.
Chapter 9 Tools and techniques - or: No matter what I use, it will work! 141
Helpful tools and techniques abound - and it doesn’t really matter which ones you choose. What matters much more is your attitude: the key is to switch from “telling” to “asking.”
Chapter 10 Problem-solving in all directions - or: Back to the future 159
Agile problem-solving considers the past, the present, and the future - each as thoroughly as needed in any given situation. The focus is on what people agree on as the desired future state of things.
Closing remarks 175
Further reading 177
Thanks! 179
About the author 181
Index 183
