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Action Coaching: How to Leverage Individual Performance for Company Success Paperback – September 10, 1999

ISBN-13: 978-0787944773 ISBN-10: 0787944777 Edition: 1st
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Editorial Reviews


"Dotlich and Cairo have developed an incredibly powerful, practical, and thought provoking way of helping leaders simplify complex issues and drive big improvements in themselves and their organizations." --Jeffrey M. Nugent, worldwide president, Neutrogena Corporation

"Every page of this book is filled with tips and techniques for making improved performance happen. Good coaching should result in action-and this book shows how it is done." --Stephen H. Rhinesmith, former chairman, American Society for Training and Development, and author, A Manager's Guide to Globalization

"The global Business Olympics will demand world-class players and coaches. Action Coaching is the manual we need to produce business Olympians for the future." --Gordon Shank, executive vice president and chief marketing officer, Levi Strauss & Co.

From the Inside Flap

If you're a manager in most any organization today, you probably realize that your ability to coach others is fast becoming a key component of your job. Your ability to help others perform better on an individual basis is crucial to your career and theirs. Still, it's not enough; their personal improvement must be accomplished in ways that support company goals or, from an organizational perspective, that improvement has little value.In Action Coaching, authors Dotlich and Cairo teach people at the executive, managerial, and group level how to become extraordinary coaches. But what truly sets Action Coaching apart is its ability to strategically link the progress of individuals to specific organizational issues and, thereby, become a powerful tool for organizational change. With Action Coaching, goals for individuals are always determined in conjunction with the organization. The extraordinary benefits of that approach have been proven over the years through the authors' work with such leading companies as Pfizer, Johnson & Johnson, Colgate, Levi Strauss, Bank of America, Merck, and Arthur Andersen, to name but a few. Among many other lessons, companies will learn how to pick the right coach for the job, how to coach the coach, and how to use coaching to solve business problems.Aside from the strategic advantages Action Coaching offers organizations, the potential it holds for individuals far surpasses ordinary coaching approaches as well. Here, the authors not only show readers how to move people from heightened self-awareness to improved performance, but how to go beyond that to affect a significant performance breakthrough and even a major behavioral and attitudinal change that opens doors to new career possibilities.Illustrated with case histories, anecdotes, and a variety of tools and techniques, Action Coaching gives readers everything they need to include effective coaching among their professional abilities. Moreover, it gives managers, top executiv

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Product Details

  • Paperback: 288 pages
  • Publisher: Jossey-Bass; 1 edition (September 10, 1999)
  • Language: English
  • ISBN-10: 0787944777
  • ISBN-13: 978-0787944773
  • Product Dimensions: 6.3 x 1.1 x 9.4 inches
  • Shipping Weight: 1 pounds (View shipping rates and policies)
  • Average Customer Review: 4.0 out of 5 stars  See all reviews (4 customer reviews)
  • Amazon Best Sellers Rank: #912,032 in Books (See Top 100 in Books)

More About the Author

Dr. David Dotlich is the chairman and CEO of Pivot, a strategic leadership boutique that develops corporate strategy and executive development programs for Fortune 500 companies such as Walmart, Johnson & Johnson, GSK, Nike, Microsoft, KKR, Aetna, Best Buy, DPDHL, AbbVie, Ericsson, and many others. A successful entrepreneur who has founded and run two large independent companies, he advises CEOs and boards on issues of talent, leadership, and strategy.

Named one of the Top 50 Coaches in the United States, Dr. Dotlich is former executive vice president of Honeywell International, founder and former president of CDR International and Delta Executive Learning Center, and former president of Mercer Delta Consulting.

Dr. Dotlich is the co-author of 11 best-selling books, including his latest, The Unfinished Leader: Balancing Contradictory Answers to Unsolvable Problems, to be published in March of 2014; Head, Heart, and Guts: How the World's Best Companies Develop Complete Leaders; Why CEOs Fail; Action Coaching; Unnatural Leadership; Action Learning: How the World's Top Companies Are Re-Creating Their Leaders and Themselves; Leadership Passages: The Personal and Professional Transitions That Make or Break a Leader; and Leading in Times of Crisis: How to Navigate Complexity, Diversity, and Uncertainty to Save Your Company, which has been translated into ten languages. He is the co-editor of the Pfeiffer Leadership Development Annual, a yearly compilation of the research findings and practices of the foremost thinkers and practitioners in the field of leadership development throughout the world.

A certified psychologist in career development, life planning, and numerous psychological inventories, Dr. Dotlich was a founding partner of CDR International which was acquired by Marsh McLennan. Previously, he was executive vice president of Groupe Bull S.A., a global computer manufacturer headquartered in Paris with 45,000 employees worldwide. In this role, he was responsible for human resources, quality improvement, and all internal and external communication activities throughout the world.

Earlier in his career, Dr. Dotlich was a professor at the University of Minnesota, teaching at the business school and in the Speech Communication Department. His teaching and research focused on the impact of organizational culture on producing effective leaders, with particular emphasis on women and minorities. Additionally, he was the executive director of the Michigan Business School Human Resource Partnership.

David's interest in people development began early, with a position as a social worker in the Cincinnati inner city through an Edmund James Fellowship from the University of Illinois. He pursued this interest while working on his MA degree in race relations at the University of Witwatersrand in Johannesburg, South Africa. There, he conducted survey research on racial attitudes in the African townships and began an overland tour company, driving throughout Africa between Johannesburg and London and back. He completed his MA and PhD at the University of Minnesota, where he was selected Outstanding Graduate Student of the University. He has also completed the INSEAD Executive Program.

Customer Reviews

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Most Helpful Customer Reviews

8 of 9 people found the following review helpful By Rolf Dobelli HALL OF FAMETOP 1000 REVIEWER on February 16, 2001
Format: Paperback
David L. Dotlich and Peter C. Cairo discuss how to use action coaching to improve individual effectiveness and boost your overall organization. Their approach begins with fostering self-awareness and then uses this awareness to motivate change that the organization needs. Action coaching involves a series of steps and some specific coaching tools. While this book provides a fairly well-organized and well-written introduction to the concept, it covers familiar training and development ground. If you are a beginner in this area, the repetition of steps and processes will come in handy. Experienced trainers will find the coaching tools quite familiar and the assessment questions fairly obvious. Thus, we at recommend this book for those who are new to training and development, or for employees who are considering getting coached.
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7 of 8 people found the following review helpful By Steven K Wolcott on September 6, 2000
Format: Paperback
Dotlich and Cairo have put together a fine and practical book that really helps focus coaching skills towards results. They give a very specific approach to developing an action plan to produce results from coaching. In fact they address four kinds of results - self-awareness results, performance improvement results, performance breakthroughs and finally full-blown transformations. Maybe most important for modern organizations is the anal;ysis of coaching skills in the context of the organizational needs, not just individual developmental needs. We develop and support people because our organization needs their current compliment of skills enhanced with other skills or it needs to rehabilitate a counterproductive approach. Although much of their work is not necesarily new, I believe they have packaged it to be more usable and accesible. I would highly recommend this book for someone looking for a chance to evaluate their own coaching skills, develop an improvement action plan and maintain high levels of motivation to improve their performance. Who know, maybe even transform their performance!
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4 of 4 people found the following review helpful By Amazon Customer on January 26, 2006
Format: Paperback
The need to cope with change, inside and outside of the organization, and the employee's need for personal development should be brought into alignment, say these founding partners of CDR International, a consulting firm that specializes in executive coaching. Action coaching is a process that fosters self-awareness, and guides personal development so that an employee's personal development goals are congruent with the goals of the organization.

Action coaching differs from traditional coaching in three ways:

1. The employee's relationship to the coach is a business relationship rather than a therapist-patient relationship.

2. Action coaches tailor their strategies to the individual and the strategies are geared towards performance breakthroughs, where traditional coaching tends to be unfocused and generalized.

3. Where traditional coaching focuses on personal insights, Action coaching translates insights into actions with organizational results.

There are eight steps to implementing Action coaching in your organization:

1. Determine what needs to happen and in what context.

2. Establish trust and mutual expectations. Make sure the employee understands the purpose of the coaching as well as the steps in the process.

3. Contract with the employee for results. There should be a formal written and oral agreement with the employee about the purpose of the coaching and specific goals to achieve.

4. Collect and communicate feedback.

5. Translate talk into action. Use your feedback to enact change. Review and revise goals when needed. Make sure the goals are still in alignment with the business needs of the organization. Set deadlines.

6. Support the employee in taking big steps.

7. Foster reflection about actions.

8. Evaluate both individual and organizational progress.
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2 of 4 people found the following review helpful By William N. Parker on October 11, 2005
Format: Paperback Verified Purchase
I have more than thirty years of successful experience using models of leadership, management, and supervision in training classrooms, and I have passionately absorbed the ideas and content in approximately 400 leadership-related texts during the last 20 years.

Action Coaching is to coaching effectiveness what The Supervisor's Survival Kit by Elwood Chapman is to first-line/project lead effectiveness. I've used and advocated the latter book for thirty five years.

Action Coaching, and I haven't finished it yet, "begins with the end in mind". The authors define Action Coaching as "a process that fosters self-awareness, resulting in the motivation and the guidance to change in ways that meet organizational needs." The approach is directly linked to organizational goals and an action plan (both of which are dynamic). There are processes to involve the executive's boss in the process. (Good luck, you say, with getting executives to devote time to such a process!?) Feedback on progress toward important goals and leadership development is valued and seen by the CEO.

The book is loaded with tips, tools, exhibits, questions, processes, and ideas for helping a manager become a more effective coach, even without the support of the organization. The authors of Action Coaching offer forty helpful, easy- to- understand exhibits that: serve as diagnostic tools, offer suggestions on handling difficult situations, provide checklists of to-do's, feature evaluation and role-playing tools, etc.
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