Business Coaching and Mentoring

Title Page -- Copyright Page -- Table of Contents -- Introduction -- About This Book -- Foolish Assumptions -- Icons Used in This Book -- Beyond the Book -- Where to Go from Here -- Part 1 Getting Started with Business Coaching and Mentoring -- Chapter 1 Navigating the World of Coaching and Mentoring -- Spotlighting the Business Benefits of Coaching and Mentoring -- Defining Coaching and Mentoring -- Coaching is the art of co-creation -- Mentoring is the art of imparting wise counsel -- Distinguishing coaching and mentoring from therapy -- Distinguishing Business Coaching from Other Types of Coaching -- Business coaching requires an understanding of business -- Coaching leaders to be difference-makers -- Equipping Yourself to Help Other People in the Business Context -- Choosing a coach or mentor -- Becoming a business coach or mentor -- Being on the Other Side as Coachee or Mentee -- Understanding Professional Requirements -- Chapter 2 Making the Case for Coaching and Mentoring -- Taking the Role of Educator -- Valuing Third-Party Observation in Business -- Showing that the coach's perspective matters -- Knowing how perspective feeds into change -- Understanding construal-level theory -- Leading a client to the light-bulb moment -- Identifying the Client's Return on Investment -- Selling the benefits -- Doing a cost-benefits analysis -- Measuring and monetizing -- Measuring the hidden benefits clients can't see -- Investing now for a future return -- Stretching the Budget -- Adding Value by Training Leaders in Coaching and Mentoring Skills -- Chapter 3 Developing the Skills and Knowledge Base of a Coach and Mentor -- The Differences between Coaching and Mentoring -- The coaching skillset -- The mentoring mind-set -- Coaching and Mentoring Skills -- Being present for a session -- Active listening

Why coaching is rarely about the first issue in the conversation -- Doing your homework and developing relevant business knowledge -- Structuring a Client Session -- Getting into the right frame of mind -- Contracting creates relationship clarity -- The contracting session -- Creating the right environment -- Knowing your limitations -- Using Models in Coaching and Mentoring -- The CLEAR model -- Solution-focused coaching model -- A model for mentoring -- Developing flexibility in utilizing models and tools -- Working in Particular Circumstances -- Coaching and mentoring via telephone, web, and email -- Cross-cultural and multicultural work -- Chapter 4 Assessing Clients' Needs before Coaching -- Creating Programs to Deliver Coaching and Mentoring in Organizations -- Figuring out what the organization wants and what the organization needs -- Working with talent management and succession planning -- Supporting coaches and mentors -- Coaching Wannabe Business Owners and Startups -- Helping startups see the value of coaching -- Looking at areas for focus -- Guiding the jack-of-all-trades and master of one -- Helping the Family-Owned Business Survive and Thrive -- Knowing where your support is most helpful -- Evolving the legacy -- Keeping business professional -- Developing "Intrapreneurs" within Organizations -- Creating the space to innovate -- Turning the catalyst of an idea into reality -- Working with the Socially Oriented Business -- Knowing types and makeups -- Identifying the challenges for the business -- Part 2 Developing the Business Leader's Mind-Set -- Chapter 5 Managing the Inner World of Thoughts and Emotions -- Understanding How Humans Think -- We are what we think -- We become what we practice -- Choosing the Most Appropriate State in the Moment -- Noticing the effects of a negative emotional state

Looking at the State Behavioral Model -- Working with the four F's of flight or fight -- Knowing that breathing is a better choice than not -- Looking downright depressed is a dismal choice -- If things aren't looking up, looking up helps -- Changing Internal Self-Talk -- Understanding that it's not what you say, it's the way you say it -- Making the ridiculous sound ridiculous -- Being kinder and nicer matters -- Making Mind Pictures That Matter -- Getting distance from the situation -- Focusing on this not that -- Changing the Internal World by External Means -- Identifying when therapy is the answer -- Using mindfulness, meditation, and the mysterious to support business -- Chapter 6 Helping Leaders Recognize Why "I Did It My Way" Isn't the Best Epitaph -- Recognizing That Inflexibility Sometimes Leads to Extinction -- Knowing that process and product innovation require adaptive leadership -- Checking risk appetite to temper or grow ambition -- Being Willing to Ask for Help When Out of Your Depth -- Deploying the Right Thinking to the Right Problem -- Thinking purposefully -- Exercising your thinking -- Seeking certainty when ambiguity may create something wonderful -- Developing Alternative Perspectives -- Considering leadership styles -- Applying leadership gifts in business -- Chapter 7 Coaching Clients through Their Blind Spots -- Preframing the Coaching Conversation -- Breaking Down Common Barriers -- Working on willingness to learn -- Pushing beyond the comfort zone -- Identifying the enemies of learning -- Dealing with Roles and Perceptions That Contribute to Blindness -- Repositioning the ego state -- Grounding eccentricity -- Distancing empathy -- Defusing Dramas That Impede Clear Vision -- Moving beyond reactive thinking -- Giving up the dramatic roles -- Dealing with learned helplessness -- Finding the meaning in fear

Shining a Light on Incongruency -- Part 3 Coaching and Mentoring to Get a Business on the Right Track -- Chapter 8 Telling a Compelling Story in Business -- Understanding the Value of the Business Story -- Recognizing how a business conveys its story -- Knowing which stories a business tells -- Seeing who responds to stories -- Helping the Client Create the Basic Story -- Guiding the client through an exploratory exercise -- Knowing that "it's the way you tell it"--Distinguishing Fact from Opinion -- Thinking in terms of maps of reality -- Asking good-quality questions -- Weeding out deletions, distortions, and generalizations -- Playing master sleuth to separate opinion and reality -- Giving Feedback on the Business Story -- Chapter 9 Helping Clients to Assess Their Own Businesses Objectively -- Testing the Foundations of the Business -- Applying Strategic Thinking -- Making the Complicated Simple -- Using a framework to walk around the business -- Working in plain lens spectacles -- Determining Where the Best Mentoring Work Begins and Ends -- Developing Trust and Honest Appraisal through Feedback -- Encouraging clients to be open to regular feedback -- Using feedback to feed forward -- Learning from the Spectacular Success of Others -- Mentoring inside a Small Organization -- Chapter 10 Developing Vision, Mission, and Values -- Aligning Who You Are with the Business You're In -- Revealing What's Really Important -- Defining the how and why of your business -- Stopping your history from holding you back -- Checking your locus of control -- Getting clear on what you value and what you want -- Helping a Business Create Operating Values -- Coaching business leaders to identify values -- Fleshing out values statements -- Designing an Inspiring Vision with the Logical Levels Model -- Identifying the six levels -- Using the Logical Levels model

Reverse engineering the future -- Communicating the Vision -- Examples of Mission and Vision Statements -- International Federation of the Red Cross -- Fusion Optix -- JPMorgan Chase & Co. -- Chapter 11 Transforming Visions into Workable Plans -- Creating a Plan Fit for Purpose -- Planning mind-set rules -- Exploring options -- Revealing what may stop or derail the plan -- Gaining honest commitment and buy-in -- Pinpointing when now is the right time -- Resourcing the Plan -- Packing the luggage for the journey -- Knowing the route and moving in the right direction -- Scheduling when to rest and refuel -- Actioning and Reviewing the Plan -- Gathering feedback and feeding forward -- Checking that the plan is on track -- Knowing when quitting is good -- Acknowledging a job well done -- Chapter 12 Mentoring for Personal Success and Empowering Leadership -- Being a Great Leadership Mentor -- Challenging the Delusions of What It Means to Be Successful -- Success and culture -- Success isn't a destination -- Exploring the True Nature of Success -- Dealing with the "I Should" Traps of Success -- Why look at limiting beliefs in mentoring? -- Finding a strategy for examining and eliminating limiting beliefs -- Identifying the Common Qualities of Great Leaders -- Looking and behaving like a leader -- Adapting your style to create followers -- Allowing Others to Lead While You Follow -- Enabling leadership across generations -- Mentoring Millennial leaders -- Part 4 Creating a Successful Business Identity with the Support of a Coach -- Chapter 13 Developing the Brand of You -- Enter Personal Branding -- Defining How Brands Work When They Work Well -- Building a Brand on Purpose -- Defining your purpose -- Keeping the business intact and your values on track -- Looking in the Mirror of Self-Critique -- Cultivating the qualities of brand excellence

Stepping into a brand-new you