About the author Foreword by Sir John Whitmore Foreword by Sir Richard Branson Acknowledgements Part One The fundamentals of performance coaching Introduction 01 What is coaching? Origins of the term ''coaching'' The principles of coaching Types of coaching 02 The differences between coaching, therapy, counselling, mentoring and consultancy Coaching Therapy: psychiatry, psychology and psychotherapy Counselling Mentoring Consultancy Comparisons 03 The directive-non-directive continuum Resisting the urge to offer solutions The differences between coaching and mentoring Clean coaching The client''s demands Advice from Association for Coaching members The coaching-mentoring-management continuum 04 Self-limiting beliefs Formation of self-limiting beliefs Challenging self-limiting beliefs 05 Coaching and neuroscience Neuroscience and bullying Goal-setting Positive feedback and learning Self-directed learning Insights Multi-tasking Part Two Creating a coaching culture in organizations Introduction 06 The meaning of a coaching culture The coaching culture at Virgin The pillars of a coaching culture Other examples of coaching cultures 07 Ten steps to creating a coaching culture The ten-step plan Kent County Council''s South East Coaching and Mentoring Network 08 Coaching in the workplace Uses for coaching in the workplace Internal coaching External coaching Coachable moments Speed coaching in industry 09 Coach training in the workplace How to choose a coach training supplier The length and depth of coach training Training coaches at the BBC Training the coach trainer at IKEA 10 Coaching in leadership Identifying the traits of leadership Coaching skills vs behaviour and attitude Transformational Leadership Programme at CLM 2012 Olympic Delivery Partner Leadership and coaching in the arts sector Coaching a senior team leader in a multinational organization 11 Cross-cultural coaching What are cultural differences? Cultural differences in team roles Coach training for sales leaders at a global business services organization Creating a global coaching culture Insights in Finland Cross-cultural differences across roles 12 Coaching in schools The alignment of coaching with learning A coaching programme for North Somerset schools Coach training for teachers in Hong Kong Coaching adolescents 13 Coaching for Crisis at Christmas 14 Corporate social responsibility and shared value: bringing business and society back together What is corporate social responsibility? Organizations who care Shared value The emergence of the ''social enterprise'' 15 Bullying in the workplace Bullying: nature or nurture? The neural perspective Reforming the bully Coaching the accidental bully How to cope with being bullied 16 Resilience in leadership What is resilience? Resilience in leaders What makes a resilient organization? Developing resilience 17 Coaching supervision: a workplace perspective Differences between traditional and coaching supervision Supervision in therapy Coaching supervision in the workplace What to do in a coaching supervision session Types and frequency of supervision Credentials of the coaching supervisor 18 ROI: Measuring the return on investment in coaching Planning How to get quantifiable results from surveys Leveraging feedback Leveraging research Measuring the value of coaching at OFGEM Conclusion Part Three Skills for coaches and managers Introduction 19 Listening The five levels of listening The power of listening Non-verbal signals 20 Reflecting, summarizing and clarifying Reflecting Summarizing Clarifying Benefits 21 Questioning Open and closed questions Beware of judgemental questions Beware of leading questions Beware of multiple questions The significance of silence 22 The permission protocol Permission as a tool The permission protocol When is permission not permission? Permission and the need for control 23 The GROW coaching model The history of GROW Practical application Flexibility of GROW 24 The EXACT model: a coaching approach to goal setting The EXACT goal-setting model Comparison between EXACT and SMART goals How to set a goal Goal setting with teams Conclusion 25 Coaching feedback Why feedback models don''t work Eliciting self-feedback Relationship to the GROW model General feedback guidelines 26 The structure of coaching The coaching contract Structure of a coaching session Structure for a series of coaching sessions 27 Setting and reviewing actions Exploring the ''Will'' part of GROW Setting actions Reviewing actions Part Four Tools of the trade: continuing professional development Introduction 28 David Grove''s Clean Language History and principles of Clean Language Metaphor Traumatic memory Clean Language questions Reflecting words back Clean conversations Clean Language in coaching Clean Language at the BBC Grovian techniques in industry Research into Clean Language 29 David Grove''s Emergent Knowledge Clean space Principles of Emergent Knowledge Science of Emergence Small world networks Emergent Knowledge processes Clean Language and Emergent Knowledge for BBC internal coaches Emergent Knowledge in one-to-one coaching 30 Transpersonal Coaching Origins of transpersonal psychology Sub-personalities Transcript of a coaching session by Sir John Whitmore Commentary by Sir John Whitmore 31 An introduction to neuro-linguistic programming The origins of NLP NLP processes NLP at work Conclusion 32 Systemic Coaching Systems in families, teams and communities Knock-on effect of change Repetition of childhood behaviour Coaching the organization Systems theory, cybernetics, family systems theory, complexity theory and chaos theory Systemic Coaching in the public sector 33 Transactional Analysis and the OK Corral Social transactions The states of parent, child and adult Changing behaviour Franklyn Ernst''s OK Corral 34 360-degree feedback The process Pitfalls Coaching the results Alternatives 35 The Reuven Bar-On Emotional Quotient inventory (BarOn EQ-i) History The five elements Validity safeguards Emotional intelligence in the IT department 36 Thomas-Kilmann Conflict Mode Instrument Dealing with conflict Using the TKI Pitfalls of using the TKI The conflict continuum The TKI at work 37 Marshall Rosenberg''s ''Non-Violent Communication'' Exploring conflict Finding the compromise 38 Situational Leadership Origination by Blanchard and Hersey: the original quadrants Blanchard''s revised quadrants Delivering all types of leadership in a coaching style Situational Leadership and Japanese hierarchy 39 Kouzes and Posner: The Leadership Challenge Development by Kouzes and Posner The five elements 40 Cultural Transformation Tools Origination by Richard Barratt The Seven Levels of Consciousness Identifying values Building a values-driven organization in IT services 41 The Inner Game Timothy Gallwey''s background The inner opponent The Work Triangle Non-judgemental awareness Self-directed learning The Inner Game in team building 42 Nancy Kline''sThinking Environment Origins of the Thinking Environment The 10 components of a Thinking Environment The Thinking Session The Incisive Question The power of listening The Thinking Partnership in action 43 Appreciative Inquiry Origins of Appreciative Inquiry The four stages of Discovery, Dream, Design and Destiny Appreciative Inquiry in the United Arab Emirates 44 Mindfulness History of mindfulness Relaxation exercises Mindfulness in yoga and other practices Mindfulness in conflict Mindfulness questions Mindfulness at work 45 Elizabeth Kubler Ross''s Change Curve six stage model The six stages of the Change Curve 46 Bruce Tuckman''s ''forming, storming, norming and performing'' team development model The four elements of team development Addition of ''adjourning'' Additions of ''mourning'' and ''dorming'' Recommendations for teams and team leaders 47 The Myers-Briggs Type Indicator (MBTI®) Jung''s archetypes Development by Isabel Myers and Katherine Briggs The 16 personality types The difference between extraversion and introversion MBTI in team developme.