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Coach Anyone About Anything, Volume 2

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Coach Anyone About Anything, Volume 2

How to Empower Leaders and High-Performance Teams

Eagle’s View Company,

15 мин на чтение
10 основных идей
Аудио и текст

Что внутри?

Coaches help keep organizations accountable for clarifying their goals and achieving them.

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Editorial Rating

7

Qualities

  • Applicable

Recommendation

Executive coaches Jed Niederer and Germaine Porché discuss how organizations also can benefit from having coaches and what you can contribute as a coach. Niederer and Porché provide kernels of wisdom and a variety of coaching tips amid a more than plentiful array of charts, graphs and models. They tell coaches how to help people and their organizations succeed by working with activities already in place “that drive high performance” and countering “those...that dampen it.” Though the book could be better organized, it’s well informed and good hearted. Organizations and coaches will find beneficial counsel here. getAbstract recommends this commonsense manual to coaches, consultants, their clients, and organizational leaders who plan to use coaches or consultants.

Summary

Listening

Author Jed Niederer once took flying lessons. His first flight instructor, Eric, became frustrated with him after a few sessions and kept taking command of the controls in midair. Eric felt that Jed couldn’t control the plane and wouldn’t be ready for a solo flight anytime soon. The air school assigned a different flight instructor. Ed didn’t rush Jed through working the airplane’s controls – as Eric had. Ed let Jed take off and land the plane on his own. When they landed, Ed told him, “It’s about time you soloed.” Jed thus went from being a problem student to being a confident new pilot in the span of a one-hour lesson because his new coach believed in him and allowed him to demonstrate that he could fly the plane.

Coaches and their clients derive more from sessions if they listen well to each other. Listening, a frequently overlooked skill, differs from hearing. Your ability to listen often depends on your audience and subject. You listen to your boss differently than to your spouse, children or a complete stranger. To improve your listening, pay attention and practice “active listening.”

Be patient and willing to “hear people out.” Even if you disagree...

About the Authors

Co-author Germaine Porché is a consultant and president of Eagle’s View Consulting. Jed Niederer is a Vice President of Learning at National Oilwell Varco.

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