Synopses & Reviews
This book's focus is on the concept of the leader as a bearer of meaning and purpose within the organization, and the significance of this for coaching and team-building. The author presents tools for the development of managers as coaches and models for how to achieve this. For a manager, coaching is a practice and a philosophy. This is a seminal work on coaching and team building in relation to the culture of the company, the board and the individual, written by a leading practitioner.
Synopsis
This book is a translation of a bestsetlling management book originally published in French. Its focus is upon the concept of the leader as a bearer of meaning and purpose within the organisation, and the significance of this for coaching and team-building. Being a manager who is the bearer of meaning' implies being able to answer the question 'for what?'. Meaning in this context refers to the objectives, the values and the culture of the company. It unites individual and collective dynamics through a shared vision.
The author presents tools for the development of managers as coaches and models for how to achieve this. For a manager, coaching is a practice and a philosophy. Managers learn to enhance their role in the hierarchy and turn themselves into a trainer who supports a champion. They embark on team building to consolidate its cohesion and dynamism.
This is a seminal work on coaching and team building in relation to the culture of the company, the board and the individual, written by a leading practioner.
About the Author
Vincent Lenhardt is a consultant.
Table of Contents
Introduction * PART 1: DEFINITIONS OF COACHING AND TEAM BUILDING * The Manager's Paradoxes * Definitions * Conclusion * PART 2: THE MINIMUM CULTURAL WRAPPER * The Necessary Foundation for any Shared Culture * Metacommunication * Autonomy * Meaning * Growth * Change * Consensus * Company Cultures * PART 3: THE COACH'S PERFORMANCE INDICATORS * Development of Integrated Identities * A Model for Action * The Fifteen Parameters * Areas for Intervention * States of the Self * Frameworks for Reference * Levels of Autonomy * PART 4: INDIVIDUAL COACHING * Managerial Identity Wrappers * A Manager's Stages of Development * Coaching Content * Coaching Process Relating to Appraisal Interviews * PART 5: COACHING A TEAM * TEAM BUILDING * The OFT Model (Operations, Regulation, Training) * A Team's Stages of Development * Structured Problem Review Presentation * The Circle of Trust * Communication, Metacommunication, Confirmed Communication * Integrating the Self, the Other and the Team * Conclusion * The 14 Key Concerns for the Coach