• Complain

HBR Guide to Coaching Employees

Here you can read online HBR Guide to Coaching Employees full text of the book (entire story) in english for free. Download pdf and epub, get meaning, cover and reviews about this ebook. City: Boston;Massachusetts, year: 2012;2015, publisher: Harvard Business Review Press, genre: Business. Description of the work, (preface) as well as reviews are available. Best literature library LitArk.com created for fans of good reading and offers a wide selection of genres:

Romance novel Science fiction Adventure Detective Science History Home and family Prose Art Politics Computer Non-fiction Religion Business Children Humor

Choose a favorite category and find really read worthwhile books. Enjoy immersion in the world of imagination, feel the emotions of the characters or learn something new for yourself, make an fascinating discovery.

No cover
  • Book:
    HBR Guide to Coaching Employees
  • Author:
  • Publisher:
    Harvard Business Review Press
  • Genre:
  • Year:
    2012;2015
  • City:
    Boston;Massachusetts
  • Rating:
    3 / 5
  • Favourites:
    Add to favourites
  • Your mark:
    • 60
    • 1
    • 2
    • 3
    • 4
    • 5

HBR Guide to Coaching Employees: summary, description and annotation

We offer to read an annotation, description, summary or preface (depends on what the author of the book "HBR Guide to Coaching Employees" wrote himself). If you haven't found the necessary information about the book — write in the comments, we will try to find it.

Help your employees help themselves.
As a manager in todays business world, you cant just tell your direct reports what to do: You need to help them make their own decisions, enable them to solve tough problems, and actively develop their skills on the job.
Whether you have a star on your team whos eager to advance, an underperformer whos dragging the group down, or a steady contributor who feels bored and neglected, you need to coach them: Help shape their goalsand support their efforts to achieve them.
In the HBR Guide to Coaching Employees youll learn how to:

  • Create realistic but inspiring plans for growth
    • Ask the right questions to engage your employees in the development process
    • Give them room to grapple with problems and discover solutions
    • Allow them to make the most of their expertise while compelling them to stretch and grow
    • Give them feedback theyll actually apply
    • Balance...
  • Unknown: author's other books


    Who wrote HBR Guide to Coaching Employees? Find out the surname, the name of the author of the book and a list of all author's works by series.

    HBR Guide to Coaching Employees — read online for free the complete book (whole text) full work

    Below is the text of the book, divided by pages. System saving the place of the last page read, allows you to conveniently read the book "HBR Guide to Coaching Employees" online for free, without having to search again every time where you left off. Put a bookmark, and you can go to the page where you finished reading at any time.

    Light

    Font size:

    Reset

    Interval:

    Bookmark:

    Make

    HBR Guide to Coaching Employees Harvard Business Review Guides Arm yourself - photo 1

    HBR Guide to
    Coaching Employees
    Harvard Business Review Guides

    Arm yourself with the advice you need to succeed on the job, from the most trusted brand in business. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges.

    The titles include:

    HBR Guide to Better Business Writing

    HBR Guide to Coaching Employees

    HBR Guide to Finance Basics for Managers

    HBR Guide to Getting the Mentoring You Need

    HBR Guide to Getting the Right Job

    HBR Guide to Getting the Right Work Done

    HBR Guide to Giving Effective Feedback

    HBR Guide to Leading Teams

    HBR Guide to Making Every Meeting Matter

    HBR Guide to Managing Stress at Work

    HBR Guide to Managing Up and Across

    HBR Guide to Negotiating

    HBR Guide to Networking

    HBR Guide to Office Politics

    HBR Guide to Persuasive Presentations

    HBR Guide to Project Management

    HBR Guide to
    Coaching Employees

    HARVARD BUSINESS REVIEW PRESS

    Boston, Massachusetts

    HBR Press Quantity Sales Discounts

    Harvard Business Review Press titles are available at significant quantity discounts when purchased in bulk for client gifts, sales promotions, and premiums. Special editions, including books with corporate logos, customized covers, and letters from the company or CEO printed in the front matter, as well as excerpts of existing books, can also be created in large quantities for special needs.

    For details and discount information for both print and ebook formats, contact

    Copyright 2015 Harvard Business School Publishing Corporation

    All rights reserved

    Printed in the United States of America

    10 9 8 7 6 5 4 3 2 1

    No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the prior permission of the publisher. Requests for permission should be directed to , or mailed to Permissions, Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts 02163.

    The web addresses referenced in this book were live and correct at the time of the books publication but may be subject to change.

    Library-of-Congress cataloging information forthcoming

    ISBN: 978-1-62527-533-2

    eISBN: 978-1-62527-538-7

    The paper used in this publication meets the requirements of the American National Standard for Permanence of Paper for Publications and Documents in Libraries and Archives Z39.48-1992.

    What Youll Learn

    When youre swamped with work, its hard to make time to coach your employeesand do it well. But if you dont help them build their skills, theyll keep coming to you for answers instead of finding their own solutions. That kind of hand-holding kills productivity and creativity, and you cant sustain it. In the long run, it eats up a lot more time and energy than investing in peoples development.

    So you really must coach to be an effective manager. Got a star on your team whos eager to advance? An under performer whos dragging the group down? A steady contributor who feels bored and neglected? With all of them, youll need to agree on goals for growth, motivate them to achieve those goals, support their efforts, and measure their progress. This guide gives you the tools to do that.

    Youll get better at:

    • Asking the right questions before you dispense advice
    • Creating realistic but inspiring plans for growth What Youll Learn
    • Providing the support employees need to achieve peak performance
    • Tapping their learning styles to make greater progress
    • Giving them feedback theyll actually apply
    • Giving them room to grapple with problems and discover solutions
    • Engaging your employees and fostering independence
    • Matching peoples skills with your organizations needs
    • Customizing your approach
    Contents

    Coaching is leading.

    BY ED BATISTA

    Youre learning right along with your employees.

    BY CANDICE FRANKOVELGIA

    A practical, concrete plan for achieving peak performance.

    BY EDWARD M. HALLOWELL, MD

    Build rapport so that they can hear your feedback.

    BY JIM DOUGHERTY

    Ask questions, articulate goals, reframe challenges.

    BY AMY JEN SU

    Monitor and adjust.

    BY PAM KRULITZ AND NINA BOWMAN

    Prevent a fight-or-flight response.

    BY ED BATISTA

    Tap the deep smarts of your subject-matter experts.

    BY DOROTHY LEONARD AND WALTER SWAP

    Adopt efficient habits and claim found time.

    BY DAISY WADEMAN DOWLING

    Theyll continue to grow through self-coaching.

    BY ED BATISTA

    Pitfalls to watch out forand how to remedy them.

    BY MURIEL MAIGNAN WILKINS

    Find approaches to learning that your employees will be motivated to follow.

    BY DAVID A. KOLB AND KAY PETERSON

    You cantand shouldntgive them equal time.

    BY JIM GRINNELL

    Help them avoid classic beginners errors.

    BY CAROL A. WALKER

    Dont promote people before theyre ready.

    BY KERRY A. BUNKER, KATHY E. KRAM, AND SHARON TING

    When to interveneand how.

    BY J. RICHARD HACKMAN

    Introduction: Why Coach?
    by Ed Batista

    After graduating from business school, I was hired by a founding board of directors to launch a new organization, the Nonprofit Technology Enterprise Network. I had shared a leadership position before, but this was my first time as a solo chief executive, and I believed it was my responsibility to come up with the best ideas myself and champion them aggressively.

    This approach led to a number of conflicts with my directors. A mentor of mine on the board took me aside and said, We think youre a talented young guy, but you have some rough edges. Wed like you to invest in yourself and get a coach. One of my former professors had a coaching practice, and I asked her to take me on as a client. That was one of the best things Ive ever done.

    Although few coaching clients ultimately decide to become coaches, as I did, my positive experience of coaching is typical. The tremendous growth in the field over the past 20 years has been driven by consistent reports from clients who feel more effective and fulfilled as a result of the coaching theyve received. And it doesnt help only at the individual level. Although researchers cant yet precisely measure coachings effect on organizational performance, numerous studies (published in the Journal of Management, Consulting Psychology Journal, and other publications) show a positive impact.

    Being coached helped me understand that I could make the biggest difference as a leader not by doing more than everyone else but by empowering other people to do more and motivating them to do their best. This meant letting go of certain responsibilities and recognizing the limits of my expertise. I didnt need to have all the answers; I just needed to ask the right questions. In short, I came to realize that effective leadership looks a lot like coaching.

    But what do we mean by coaching in the first place? The simplest definition is asking questions that help people discover the answers that are right for them. A more specific definition that applies to you as a leader and manager is a style of management primarily characterized by asking employees questions in order to help them fulfill their immediate responsibilities more effectively and advance their development as professionals over time. The emphasis on

    Next page
    Light

    Font size:

    Reset

    Interval:

    Bookmark:

    Make

    Similar books «HBR Guide to Coaching Employees»

    Look at similar books to HBR Guide to Coaching Employees. We have selected literature similar in name and meaning in the hope of providing readers with more options to find new, interesting, not yet read works.


    Reviews about «HBR Guide to Coaching Employees»

    Discussion, reviews of the book HBR Guide to Coaching Employees and just readers' own opinions. Leave your comments, write what you think about the work, its meaning or the main characters. Specify what exactly you liked and what you didn't like, and why you think so.