By Laura Whitworth, Henry Kinsey-House, Phil Sandahl, John Whitmore
With the 1st variation of Co-Active training, Laura Whitworth and her pioneering co-authors set the degree for what has develop into a cultural and enterprise phenomenon, and helped release the pro perform of training. Their versatile Co-Active training version has stood the try of time as a transformative communique technique that co-workers and teammates, managers, lecturers, and scholars can use to construct powerful and collaborative relationships. during this new version, the authors replicate ultra-modern fact of ways training has moved past its preliminary specialize in lifestyles talents to develop into a vital part of an organization's toolkit for constructing leaders. Already used because the definitive source in dozens of company improvement courses, Co-Active training has been up-to-date to incorporate the newest terminology and various clean training examples drawn from the authors' firsthand studies with hundreds of thousands of overseas training trainees and consumers. The power-packed Coach's Toolkit has been accelerated to incorporate greater than 35 routines, questionnaires, checklists, and reproducible varieties. And a CD containing pattern audio training periods, and printable kinds from the Toolkit, were further to make those confirmed ideas and methods practical.ContentsAbout the CDPrefaceAcknowledgmentsIntroductionPart I: Co-Active training Fundamentals1 The Co-Active training Model2 The Co-Active training RelationshipPart II: Co-Active training Contexts3 Listening4 Intuition5 Curiosity6 ahead and Deepen7 Self-ManagementPart III: Co-Active training rules and Practices8 buyer Fulfillment9 buyer Balance10 purchaser Process11 Integration, program, and VisionThe Coach's ToolkitAppendix A: Organizational impression of Co-Active CoachingAppendix B: training the crew, the association, or the RelationshipAppendix C: Ethics and the pro CoachGlossaryAbout the AuthorsIndex
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Additional resources for Co-Active Coaching: New Skills for Coaching People Toward Success in Work and, Life
They feel safer and more secure as well, and trust grows. This is why listening is so important to coaching and why it is the first of the five contexts we discuss. Listening is a talent each of us is given in some measure. People who become coaches tend to be gifted listeners to begin with. But listening is also a skill that people can learn and develop through training. Masterful coaches have taken their abundant gift and brought it to a high level of proficiency. Indeed, they use it with the same unconscious grace an athlete uses in a sport or a musician in a performance.
The environment in which the conversation takes place is crucial. By “environment,” we mean both a physical environment and a relationship environment made up of ground rules, expectations, and agreements. In co-active coaching, we talk about two core characteristics of an effective coaching environment: one, it is safe enough for 17 18 | CO - AC T I V E COAC H I N G clients to take the risks they need to take, and two, it is a courageous place where clients are able to approach their lives and the choices they make with motivation, curiosity, and creativity.
Learning is not simply a by-product of action; it is an equal and complementary force. Learning generates new resourcefulness, expanded possibilities, and stronger muscles for change. One of the common misunderstandings about coaching is that it is simply about getting things done—performing at a higher level. Because of this misunderstanding, coaching has been compared to hiring a nagging parent who will make sure your bed is made and your homework is done. In some organizations, it’s the image of a schoolteacher with a ruler, poised to measure your failure and provide the punishment.