Performance Coaching

Section - ONE: The fundamentals of performance coaching;
Chapter - 01: What is coaching?;
Chapter - 02: The differences between coaching, therapy, counselling, mentoring and consultancy;
Chapter - 03: The directive–non-directive continuum;
Chapter - 04: Self-limiting beliefs;
Chapter - 05: Coaching and neuroscience;

Section - TWO: Creating a coaching culture in organizations;
Chapter - 06: The meaning of a coaching culture;
Chapter - 07: Ten steps to creating a coaching culture;
Chapter - 08: Coaching in the workplace;
Chapter - 09: Coach training in the workplace;
Chapter - 10: Coaching in leadership;
Chapter - 11: Cross-cultural coaching;
Chapter - 12: Distance coach training;
Chapter - 13: Coaching in schools;
Chapter - 14: Coaching for Crisis at Christmas;
Chapter - 15: Corporate social responsibility and shared value - bringing business and society back together;
Chapter - 16: Bullying in the workplace;
Chapter - 17: Resilience in leadership;
Chapter - 18: Coaching supervision: a workplace perspective;
Chapter - 19: ROI - Measuring the return on investment in coaching;

Section - THREE: Skills for coaches and managers;
Chapter - 20: Listening;
Chapter - 21: Reflecting, summarizing and clarifying;
Chapter - 22: Questioning;
Chapter - 23: Permission protocol;
Chapter - 24: The GROW coaching model;
Chapter - 25: The EXACT model - a coaching approach to goal setting;
Chapter - 26: Coaching feedback;
Chapter - 27: The structure of coaching;
Chapter - 28: Setting and reviewing actions;

Section - FOUR: Tools of the trade - continuing professional development;
Chapter - 29: David Grove’s Clean Language;
Chapter - 30: David Grove’s Emergent Knowledge;
Chapter - 31: Transpersonal coaching;
Chapter - 32: An introduction to neuro-linguistic programming;
Chapter - 33: Systemic Coaching;
Chapter - 34: Transactional analysis and the OK Corral;
Chapter - 35: 360-degree feedback;
Chapter - 36: The Reuven Bar-On Emotional Quotient inventory (BarOn EQ-i);
Chapter - 37: Thomas-Kilmann Conflict Mode Instrument;
Chapter - 38: Marshall Rosenberg’s ‘Non-Violent Communication’;
Chapter - 39: Peer leadership
Chapter - 40: Situational Leadership;
Chapter - 41: Kouzes and Posner: The Leadership Challenge;
Chapter - 42: Cultural Transformation Tools;
Chapter - 43: The Inner Game;
Chapter - 44: Nancy Kline’s Thinking Environment;
Chapter - 45: Appreciative Inquiry;
Chapter - 46: Mindfulness;
Chapter - 47: Elizabeth Kubler Ross’s Change Curve six stage model;
Chapter - 48: Bruce Tuckman’s ‘forming, storming, norming and performing’ team development model;
Chapter - 49: The Myers-Briggs Type Indicator (MBTI®);
Chapter - 50: The Enneagram;
Chapter - 51: Kolb’s learning styles;
Chapter - 52: DISC;
Chapter - 53: Johari Window;
Chapter - 54: More team role models