Coaching with Colleagues has been written as a contribution to the workplace where there is a growing demand for ‘permanent learning and ‘personal development’.
Coaching is now seen as a privilege for leaders of the future. Over the past decades, the discipline of coaching has matured into a true profession in its own right. It was once seen as a sign of failure for a manager to need a coach to support professional development, but this view has changed radically and coaching is now strongly associated with success. Organisations are choosing to invest in managers they regard as vital to their company and are keen to develop their abilities.
At the same time, coaching has become theoretically grounded as an
independent discipline within the field of organisational consulting.
Coaching with Colleagues translates insights from a wide range of well-known and well-practised coaching and therapeutic approaches into clear and crisp models for practical application in modern coaching practice. The book devotes much attention to communication, internal coaching and codes of conduct, illustrated with vivid examples. It is a rigorous yet accessible guide to coaching approaches and practice.
The discipline of coaching may appear fashionable but it has a long history behind it. Inspiring coaching conversations have been passed down from classical times, in the dialogues of Plato and in Seneca’s letters to Lucilius. The first coach appears in Homer’s Odyssey, where the goddess Pallas Athena assumes the form of Mentor in order to assist adventurous mortals. Coaching with Colleagues seeks to create this same inspiration at the heart of the professional workplace.
Erik de Haan and Yvonne Burger ask readers to have the courage to:
- build a powerful coaching relationship where
both parties can openly voice concerns
- understand links between the workplace and
the individual character of the coachee
- tailor coaching to the individual and consider
radically different working methods
- explore the limits of their own effectiveness as coaches.
This makes Coaching with Colleagues a book for all professionals who want both to assist their colleagues in one-to-one learning and to ensure that they take better care of themselves. The working methods presented here, used frequently by the authors and their colleagues, are wide-ranging and derive from a well-established tradition.
Coaching with Colleagues has been translated from the Dutch edition. The principles of this book have been tried and tested in the education and accreditation of organisational coaches, in both the Netherlands and the U.K.
table of contents
PREFACE COACHING WITH COLLEAGUES
PART I: context for coaching
INTRODUCTION PART I: ABOUT CONVERSATIONS THAT HELP
1. CONVERSATIONS WITH A WIDE SCOPE
What do we mean by coaching?
Which learning methods can be differentiated in coaching?
Depth’ of coaching conversations
Role and competence of the coach
2 HOLDING CONVERSATIONS TO THE SQUARE MILLIMETER
Window on the coachee
Window on the coach
3 STRUCTURE AND ORGANISATION OF COACHING CONVERSATIONS
a. Basic principles
b. Making an appointment and preparations
c. Starting the conversation
d. Continuing the conversation - the art of listening
e. The coaching contract
4 ENTERING INTO AND ENDING THE COACHING RELATIONSHIP
Entering into a coaching relationship as a theme of coaching
Saying goodbye as a theme of coaching
PART II: approach to coaching
INTRODUCTION PART II: ABOUT AUTHENTICITY
5 HISTORIC ROOTS AND SUMMARY OF APPROACHES
Roots in the personality of the coach
6 DIRECTIVE COACHING: STRUCTURING WITH AN OBJECTIVE
Introduction: the coach at the helm
Goal-oriented coaching: the GROW method
Positive coaching: the solution-focused method
7 COUNSELLING COACHING: FACILITATING THE COACHEE
Introduction: counselling as a form of coaching
Carl Rogers on counselling
Techniques of the counsellor
Approach to counselling
8 ANALYTICAL COACHING: SEARCHING FOR INSIGHT
Introduction: psychoanalysis and analytical coaching
Approaches to analytical coaching
9 PARADOXICAL COACHING: MOVING WITH DEFENCES
Introduction: the ‘difficult’ coachee
Paradoxical coaching techniques
Two variants: ironic and provocative
10 COACHING METHODOLOGY
a. The GROW method
b. The solution-oriented method
c. The counselling method
d. The analytical and organisation coach method
e. The ladder method
f. The ironic method
g. The paradoxical method
11 CHOOSING THE RIGHT METHOD
What do we know about the effectiveness of coaching?
What works for whom?
PART III: reflection on coaching
INTRODUCTION PART III: ABOUT INDIVIDUALITY
12 THE COMPETENCE OF THE COACH
a. The convictions and values of the coach
b. The attitude of the coach
c. The knowledge of the coach
d. The strategic skills of the coach
e. The specific interventions of the coach
13 LEARNING THROUGH COACHING
Coaching and individual learning styles
Coaching and individual careers
Limits on coaching
14 THE ORGANISATION COACH
The psychodynamics of organisations
The coach in the role of coach
The coachee in the role of coachee
The coachee in the role of coachee and of professional in the
15 LIMITS ON COACHING WITH COLLEAGUES
Characteristics of internal coaches
Advantages of internal coaches
Limitations of internal coaches – advantages of external
Limitations of external coaches
Framework for coaching with colleagues
Appendix A. PERSONAL COACHING PROFILE
Appendix B. VERBATIM EXERCISE FOR THE COACH
Appendix C. THE SLIDING SCALE OF ‘DIRECTING’ AND ‘EXPLORING’
Appendix D. ROGERIAN REFLECTION FORM