Coaching for Performance: Second Edition (People Skills for Professionals) (Paperback)

by John Whitmore (Author)

Editorial Reviews

Review
"Clear, to-the-point, and very rich in highly useful and insightful content." -- Stern's Management Review --This text refers to the Paperback edition.

Product Description
"Well structured, well written and practical in a gentle fashion. It is a good model for those wishing to develop their own facilitating and coaching skills."

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Product Details

• Paperback: 168 pages
• Publisher: Nicholas Brealey Publishing; 2nd edition (January 25, 1996)
• Language: English
• ISBN-10: 1857881702
• ISBN-13: 978-1857881707
• Product Dimensions: 9 x 7.4 x 0.6 inches
• Shipping Weight: 10.4 ounces
• Average Customer Review: 4.3 out of 5 stars See all reviews (14 customer reviews)
• Amazon.com Sales Rank: #752,047 in Books (See Bestsellers in Books)

Customer Reviews

Most Helpful Customer Reviews

52 of 54 people found the following review helpful:

5.0 out of 5 stars The "Grandfather" of Coaching Books - and Still One of the Best!, December 15, 2005

By	Keith E. Webb "Cross-Cultural Leadership Coac... (Singapore) - See all my reviews

This review is from: Coaching for Performance, Third Edition (People Skills for Professionals) (Paperback)

This book, now in its third edition, is the grandfather of coaching books and approaches. Much of what has come to be known as professional business coaching came from Timothy Gallway and Whitmore's sports training techniques. As such, the book provides a simple foundation for coaching based on the context of awareness and responsibility through asking questions and listening. He presents the G R O W model of coaching - Goal, Reality, Option, Will - as a format for coaching sessions.

The book begins with a few foundational beliefs of coaches. Unlike old models of management that work from the "carrot and stick" approach, a coach believes in the potential of the client. Whitmore believes that people are only able to change only that which they are aware. Responsibility must stay with the client if they are to perform. Questions raise awareness and yet maintain the client's responsibility. If the coach tells the coachee something, awareness may increase slightly, but responsibility in now in the hands of the coach, the source of the information. Questions cause the client to pay attention to their actions, think at higher levels, and provide feedback for the coach to work from.

The G R O W model provides a sequence of questioning and for the coaching session. A coach starts with the client's goal. Either an end goal, like "retire at age 45," or a performance goal, such as "write a new training manual by December." After further clarifying the goal the coach can move on to the current reality of the situation. Asking such questions as: What have you done on the manual up to now? What are the needs that you think a manual might help? What has kept you from finishing the manual these past two years? Options are then generated from the client as to how they can achieve their goal. Finally, What will you do? Whitmore builds several checks and balances into this last step to ensure performance.

The final section of the book is new territory in this 3rd edition. Coaching used to be about performance - doing, acheivement. In the past few years coaching has moved to underlaying motivations of personal fulfillment: the "why" underneath the desire to achieve performance goals. Whitmore includes new chapters on coaching for purpose, getting to life's meaning.

Of the dozen books on coaching that I own, this one has consistently been the book I refer back to as I try to explain to someone what is coaching: Believe in the potential of people; raise awareness and maintain responsibility through questions and listening; and follow the GROW model. All are the essence of good coaching.

36 of 38 people found the following review helpful:

3.0 out of 5 stars Coaching for Managers, August 10, 1999

By A Customer

'Coaching for Performance' offers insight into the techniques of successful coaching, covering well the subjects of motivation, performance, and goals. At times, however, it seems as though the author is talking down to the reader; perhaps that is just the 'accent' of a British nobleman. The writing also seems a bit like 'teacher talking' instead of heartfelt sharing of life's experience. Nonetheless, the material is precise and compelling. The text covers the coach/coachee relationship quite extensively and is an excellent resource for managers and formal coaches of the 'mentor' variety. Scant coverage is given to the particular coaching needs of working groups or teams.

25 of 27 people found the following review helpful:

5.0 out of 5 stars Great overview of coaching, February 11, 2000

By	Terri Marks (New York) - See all my reviews

Highly recommend this book. The author clearly explains coaching and how its correct use can impact both your organization and your success as a manager. He gives plenty of facts and outlines for use. A must buy!

Also suggest a well-received book that espouses coaching and leadership skills and responsibility in a unique and easily read way. My company uses it for leader development/training. It's called ""The Leader's Guide: 15 Essential Skills.""