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From Leader to Coach

Creating a High Performance Culture

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Language:  English
This is a guide for leaders to use coaching skills and develop their leadership competencies to elicit higher performance and engagement, system wide.
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Description
Content

From Leader to Coach takes the leader through nine competencies to develop their capacity to lead others using a coach approach, and thus shifting the culture they are part of to be more high performing. The coach-like leader focuses on developing their own capacities, then applying what they learn to develop leadership in their team. They become more adept at communication, emotional intelligence, decision making, delegating, managing change and creating vision to lead more powerfully. By modeling these, their team, colleagues and organization are transformed.

About the Author

Teri Johnson is the founding partner at Personal Best Partners, a group of global executive and team coaches and consultants. She works with senior leaders and teams using systemic coaching to create positive shifts across organizations. She and her partners host a weekly webinar on Strengths-Based Leadership called ManagerMondays. She is the author of two other books: A Map for Joy and Unleash Your Potential with 25 Self Coaching Tips.

Teri is a credentialed coach through the ICF at the PCC level and holds numerous coaching certifications. She lives on the East Coast of the US.

  • About the Author
  • Author’s Note
  1. Defining the Coach Approach to Leading
    1. Sharing Leadership: Coaching the Team
    2. Nine Leadership Competencies
  2. Communication
    1. The Listening Aspect of Communication: Three Levels of Listening
    2. Asking for the Kind of Listening You Desire: To Be Heard, To Have Feedback, etc.
    3. Speaking Clearly, with Brevity: Three to Five Main Points
    4. Determine Your Intention Before Speaking or Writing Anything
    5. Collecting and Telling Stories to Illustrate Your Points
    6. Coaching Questions: How to Construct, Examples
    7. The Art of Communicating Acknowledgment
    8. Chapter Summary
  3. Vision and Values
    1. Clarifying Yours, Others’ and the Organization’s Values
    2. Aligning the Purpose, Mission and Vision to Shared Values
    3. Reminding People of the Vision, Often and in Different Ways
    4. Chapter Summary
  4. Decision Making
    1. Your Approach to Making Decisions
    2. Creating a System for Yourself and Your Team to Arrive at Actionable Decisions
    3. What to Do When You are Stuck, or Your Direct Reports are Stuck
    4. Celebrating the Decisions that Turn Out Well, Learn From Those that Don’t
    5. Chapter Summary
  5. Stakeholder Considerations
    1. Looking Through the Lens of Impact on All Stakeholders
    2. Those Affected By Our Decisions—What They See
    3. Leading Your Team to Interdependence by Broadening Their View of the Organizational Impact
    4. Chapter Summary
  6. Developing Your Team
    1. Setting up a System for Frequent Conversations / Feedback / Experimentation
    2. Understanding the Strengths and Weaknesses of Each Team Member
    3. The Value of Knowing and Focusing More on Strengths. Supporting Data
    4. Stretching Invitations for Yourself and Your Team Members
    5. Chapter Summary
  7. Emotional Intelligence
    1. Definition of What It Is and What It Isn’t
    2. How to Refine
    3. The Practice of Reflecting and Noticing
    4. Modeling Reflection to Your Reports by Practicing and Sharing Benefits
    5. Confident Vulnerability: Definition and Examples, value of Sharing
    6. Chapter Summary
  8. Managing Change
    1. What Flexibility, Adaptability Bring to Teams During Times of Extreme Change
    2. Doing Versus Being: How We Hold the Concept of Change Determines What We Do
    3. Borrowing From the Lean Movement, Ideas to Maintain Flexibility, Readiness for the Unexpected
    4. Chapter Summary
  9. Setting Goals and Priorities
    1. Exploring this Competency
    2. What is Most Important: Establishing Purpose and Setting Priorities
    3. Understanding Motivation, Intrinsic and Extrinsic
    4. What to Measure: Determining Metrics
    5. Creating Realistic Timelines
    6. Evaluation and Recalibration
    7. Celebrating Wins and Capturing the Learning on Losses
    8. Chapter Summary
  10. Delegating Well
    1. Exploring this Competency
    2. Communicate Before Delegating
    3. Establish Priorities
    4. Consider Their Strengths
    5. Always Include Instructions
    6. Trust but Verify
    7. Let it Go
    8. Chapter Summary
  11. Conclusion

About the Author

Teri Johnson

Teri Johnson is the founding partner at Personal Best Partners, a group of global executive and team coaches and consultants. She works with senior leaders and teams using systemic coaching to create positive shifts across organizations. She and her partners host a weekly webinar on Strengths-Based Leadership called ManagerMondays. She is the author of two other books: A Map for Joy and Unleash Your Potential with 25 Self Coaching Tips.

Teri is a credentialed coach through the ICF at the PCC level and holds numerous coaching certifications. She lives on the East Coast of the US.