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Coaching for Performance: GROWing Human Potential and Purpose - The Principles and Practice of Coaching and Leadership, 4th Edition Paperback – October 10, 2009
There is a newer edition of this item:
"Rebound" by Kwame Alexander
Don't miss best-selling author Kwame Alexander's "Rebound," a new companion novel to his Newbery Award-winner, "The Crossover," illustrated with striking graphic novel panels. Learn more
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A must-read for any coach aspiring to do advanced work with their clients. Bringing together the simplicity of the coaching process and the larger scope of the coaching profession in a readable and provocative way, Coaching for Performance forecasts the necessary evolution that awaits the world of business and the world of coaching.―Laura Whitworth, co-founder of The Coaches Training Institute and author of Co-Active Coaching
Whitmore has ensured that the book will remain the leading text in its field. The layout makes reading the book pleasurable and greatly assists in appreciating its content [and] Whitmore achieves in a few pages what full works on leadership often fail to reach. If you read an earlier edition then little persuasion will be required to read this edition to bring you up to the cutting edge of coaching.―Professional Manager
Widely regarded as the Bible of coaching, this is an essential read for any manager who uses coaching skills.―Business Traveller
The teaching styles demonstrated in this book will encourage you - and your clients - to question everything you do. Borrow it, find it, steal it, read it; but you will probably have to buy it because you won't want to give it back.―Driving Instructor magazine
Overall, the newly written sections on leadership for high performance and transformation through transpersonal coaching really stand out. They are up-to-date, relevant and make a significant challenge to the readers mindset. These pages offer interesting dimensions on models of psychosynthesis, emotional intelligence, spiritual intelligence and boundaries in coaching.―People Management
Personal tone and straightforward language.―Management Today
John Whitmore's book stands out. It is a comprehensive guide to practical coaching practices, complete with techniques that readers can integrate into their own careers.―GetAbstract
"A must read for any coach aspiring to do advanced work with their clients. Bringing together the simplicity of the coaching process and the larger scope of the coaching profession in a readable and provocative way."
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John Whitmore is a major influence on other thinkers in the world of coaching for performance, and he presents his content in a style that is long on practicality and applicability. The author won't bog you down in in the detail of theory, and he gives clear, useful approaches for coaching in a supportive, non-directive way.
As someone who provides coaching services to others in my job, I found that principles in this book work very well for me in a corporate setting. This book will help you better understand great coaching principles. If you apply the principles to how you coach, you'll become an even better coach.
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.