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Book Description - ISBN 978-1-62620-961-9 (48 Pages)
This free eBook describes the seven key skills that are needed for successful coaching. It also explains popular coaching models including GROW, TGROW, OSKAR and solution focused coaching.

Chapter 1 - Management Coaching Skills and Models
The essential competencies and skills required by a successful coach are: active listening, asking questions, goal setting, giving feedback, building rapport, demonstrating empathy, and using intuition.

Chapter 2 - Coaching and Active Listening
Active listening requires you to put your own concerns, attitudes, and ideas to one side while you listen to your coachee. This demonstrates to that individual that you are giving them your undivided attention.

Chapter 3 - Asking Questions in a Coaching Session
Using questions to focus the thoughts and attention of the coachee on a particular issue that they may take for granted and therefore gloss over is important in attaining the coaching objective. As coach you will use questions to 'zero' in on particular aspects of a problem or issue that you want to encourage the coachee to think about in detail.

Chapter 4 - Coaching and Goal-setting
Goals operate as a self-regulatory instrument that guides the planning and focuses the coachee's energies and thinking on a clear objective. Whilst the individual being coached is responsible for setting the agenda (goal), as coach it is your responsibility to be familiar with how to set motivating and attainable goals.

Chapter 5 - Giving Feedback to the Coachee
The key to delivering effective coaching feedback is that it is observational and non-judgmental. You must provide clear, specific feedback about the coachee's actions and their consequences, so that the coachee can evaluate their own performance.

Chapter 6 - Building Rapport with the Coachee
In the coaching relationship, the focus should be on the coachee's professional goals and how they can be achieved. Coaching is not counseling so it does not require the coach to know too much about the coachee's private life or to become their 'best friend.' Your aim as coach is to create a level of rapport that means the coachee is happy to talk honestly about their work performance.

Chapter 7 - Demonstrating Empathy and Using Intuition in Coaching
Empathy helps you to 'tune in' to the things that are important to the coachee. It is as important as the more tangible coaching skills, like questioning and active listening. Intuition has a key role to play in establishing rapport. Accessing and articulating your intuitive sense about something that concerns the coachee adds another dimension to your usual logical and rational perspectives.

Chapter 8 - Coaching Models and 'The Inner Game'
This is an approach to coaching developed by Tim Gallwey, a professional sports coach. Coaches using the Inner Game soon realized they could apply these principles in other learning situations. This led to the development of 'GROW' a structured framework using the Inner Game principles to achieve goals.

Chapter 9 - The GROW Coaching Model
The GROW model is easily understood and straightforward to apply to management coaching. GROW is an acronym of Goal, Reality, Obstacles and Way forward.

Chapter 10 - The TGROW Coaching Model
The TGROW model covers the wider environment that impacts on the specific issue to be addressed through coaching.

Chapter 11 - The OSKAR Coaching Model
The OSKAR model requires you to ask questions in such a way as to move the coachee's attention away from problems in favor of solutions. OSKAR is an acronym for Outcome, Scaling, Know-how & Resources, Affirm & Action, and Review.

Chapter 12 - Organizational Barriers to Coaching
The Chartered Institute of Personnel and Development (CIPD), Europe's largest HR development professional body, has conducted research into the organizational barriers to effective coaching. It provides you with insight into why some organizations are reluctant or unable to implement effective internal coaching.

You will learn how to:
  • Use active listening techniques to demonstrate genuine interest in the coachee
  • Ask different types of question to focus attention, elicit new ideas, encourage exploration and foster commitment
  • Develop rapport and give feedback in a way that is positive and non-judgmental
  • Use the GROW, TGROW and OSKAR models in a practical coaching session with a team member
  • Recognize and overcome organizational barriers to coaching

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Recommended by Recommended by NetLine

The books on this site are the best free eBooks available
I read this eBook after reading the 'Principles of Coaching' one on this website. This book follows on from that one and describes the most popular coaching models. I found this information to be very useful in deciding which approach to research further. This is not a criticism of this book because I think the books on this site are the best free eBooks available at the moment. However, if you do decide to implement one of the models described then you'll really need to buy something that is more detailed or get some professional advice from a specialist coaching consultancy.
Jason Rogers

This book will help you get your thoughts together
Having read and enjoyed the Coaching Principles eBook, I decided to carry on and give the Coaching Skills and Models book a read as well. I wasn't sure exactly what information I was looking for, but I figured the small investment of time was worth learning a little more in this area - even if it wasn't of that much use to me in the real world. I found that I gained a lot of knowledge from this book and enjoyed the read as well. There is far more to coaching that I would have imagined off the top of my head, and I look forward to having the opportunity to put some of these ideas into practice.

Early in this book, there are eight different coaching skills that are highlighted, and much of the rest of the book is dedicated to going into further explanation regarding the importance of these skills. Some of these skills were interesting for me to read about, while others were more of a review from things I've learned in my past. Either way, it is helpful to get a well-rounded picture of the different skills that a coach needs to put into use at various times.

I particularly enjoyed the goal setting section as part of the set of skills, as I wouldn't necessarily have thought about that as being part of the coaching toolbox. In my mind, the setting of goals would have been more on the shoulders of the person being coached rather than the coach themselves. However, the book makes this point clear and I now understand why goal setting is an important topic for a coach to have a solid grasp of. In fact, after reading this section of the book, I appreciate that goal setting is one of the most, if not the most, important tasks that a coach must manage.

The 'Building Rapport' section under coaching skills was less helpful to me personally, however it was well-written and informative. My coaching experience is such that I have always focused on fostering a good relationship with those I am coaching, so the section was a little bit of 'old news' for me. That doesn't mean that it would not be more useful to another person, however, so it is certainly worth a read. Also, the 'Demonstrating Empathy' section fell into the same category as the rapport section, and seemed to be making a similar point. I thought these two skills could have easily been incorporated into one section.

Coaching Models are presented after the coaching skills have concluded, and these are very interesting to learn about even if you don't apply them (I'm not sure that I will have occasion to). The three models that are presented are GROW, TGROW, and OSKAR. I had heard of these models in passing, but never really understood what they meant or what their intended purpose was. As I said, I'm not sure that I will have a reason to apply one model specifically, but I will pull different ideas and concepts from all of them as I am organizing my coaching strategies. Of the three, I am most drawn to GROW only because it is the most simple and straightforward model to employ.

I feel that coaching is a unique process of everyone and every organization, therefore it is difficult to apply broad principles to the process. However, this book will help you get your thoughts together regarding what kind of coaching strategies you should put to work - I know it has made me think about my approach. Take the time to read it over and I'm sure you'll come away feeling that it was time well spent.
Gerald Cohen

Clearly defines the ways to become a great coach
I have always been a hard worker and started at the bottom in my office. Throughout the years and as I progressed, I have come across a wide variety of leadership styles, some of which inspired me and others that made me cringe. Having earned a recent promotion myself, I have made it my mission to be a leader that inspires and a coach that drives employees to reach personal and professional goals. I have read several books up until this one, each with its own spin on the "right way" to lead. Being very analytical in nature, I have taken not of the common themes for each of the great books I have read; this one included and has found that the best way to be a great leader is to start by being a great listener.

At the very introduction of this book the author does an excellent job of clearly define the ways to become a great coach. These skills include building rapport with your co-workers, asking questions, and being a genuine listener to name just a few. Moving forward in the book, they proceed to cover some of the various coaching models that can be used in order to help you establish a productive session. While not all sessions require a stiff template, the book does a nice job of covering the three main models which are the GROW, TGROW, and OSKAR methods. GROW is an acronym for the four key points which are goals, reality, obstacles, and way forward. This is a favorite among many due to its very straightforward nature. Helping individuals make a clear assessment of their goals, situation and what stands in their way is an excellent way to help them reach the final stage which is moving forward. Don't be afraid to revisit each step and update it as you move forward as this will help you continue on a clear path to success.

The TGROW method is nearly identical to the GROW method with the exception of "topic". Myles Downy, a well-known coach and motivator made that addition to include how the goals of one person play a part in the bigger overall picture. This allows for better team cohesion and in my opinion a clearer method of determine key productivity goals in a business. The third model covered is the OSKAR model which focuses on helping people identifies solutions instead of problems. The acronym stands for outcome, scaling, know how, affirm & action, and review. Outcome is this model is similar to goals in the GROW and TGROW methods. Scaling in this method is the method of having the person you are coaching rate the situation for you, giving them and you a sense of where you stand. Knowledge and know-how are evaluated by you and then used to create the most practical steps toward a solution using the resources your pupil has. Affirm and action is the next step and is where you as the coach provide positive reinforcement and provide a confidence boost to your pupil. Lastly you review, this is where you evaluate the current progress and set goals for the next meeting. As you will see as you read the book, communication is a common theme and none of the above methods will work without proper communication skills.

As a leader, communication is a must and should not be taken lightly. Aside from failing to communicate, you will find that company culture, a lack of value placed upon, and time/budget constraints are some of the most common fail points for effective coaching. Ultimately, I would suggest this guide to any leader, coach, or aspiring leader as the points are valid and easily understood.
Simon O'Neil

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Coaching Your Team - The best way is to encourage your team members to solve their own problems without having to refer back up to you is to create an environment in which this can occur. To achieve this objective your team must have the correct level of knowledge, skills and attitude to perform their role. One effective way to do this is through the use of coaching.

Management Coaching Tips - The best way is to encourage your team members to solve problems their own problems without having to refer back up to you. To achieve this objective your team must have the correct level of knowledge, skills and attitude to perform their role. One effective way to do this is through the use of coaching. From a management perspective this can be performed as a discrete activity, management style or an integral part of your daily activities. To be successful you need to create an environment where people can perform as independently as possible.

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