Contents -- Foreword by Sir John Whitmore -- Foreword by Sir Richard Branson -- Acknowledgements -- Introduction -- Part ONE Fundamentals -- 01 What is coaching? -- The history of coaching -- The seven principles of coaching -- The contrast between coaching and related fields -- A coaching culture at work: the Virgin empire -- Creating a coaching culture -- 02 Coaching techniques -- Listening -- Questioning -- Clarifying, reflecting and using intuition -- Permission -- Giving and receiving feedback -- 03 Coaching models -- EQ -- GROW -- EXACT -- 04 Structure -- The coaching series -- Length of sessions -- Early termination and cancellation -- The introductory session -- Goal setting -- Second session: strategic planning -- Intermediate sessions -- Final session -- Structure within a session -- 05 Training as a coach -- Who can become a coach? -- Levels of mastery in coaching -- Choosing a training school -- Style of the training -- Coaching and training for organizations -- Assessment and accreditation -- 06 Running a professional coaching practice -- Marketing -- Finding corporate clients -- Internet marketing -- Closing the deal -- Terms of payment -- What to charge -- Personal coaching rates -- Paperwork -- Niche coaching -- Professionalism -- Mentoring and supervision -- Ethics -- 07 How to create a coaching culture in organizations -- Who can be coached in the workplace? -- Confidentiality in the workplace -- Informal coaching in the workplace -- Uses for coaching skills in the workplace -- The purpose of workplace coach training -- Measurement in workplace coaching -- Coaching across cultures -- Creating a coaching culture in the workplace -- Conclusion -- Part two Advanced coaching -- 08 Coaching tools -- Transpersonal coaching -- David Grove's clean language, metaphor and emergent knowledge -- The talking stick.

The change curve and the four-room apartment -- Transactional analysis -- Values questionnaire -- Cultural transformation tools (CTT) -- Systemic coaching -- Appreciative inquiry -- The Myers Briggs Type Indicator (MBTI) -- 360-degree feedback -- Neuro linguistic programming -- Body language -- Coaching by telephone -- Other models -- The role of the coach in the organizational hierarchy -- An organizational hierarchy of needs -- How people and organizations change -- The relationship between the component parts of coaching -- 09 Case histories -- Delegation and responsibility -- Coach training at the NHS -- Evaluating coaching at OFGEM -- Career development in corporate finance -- Building confidence and self-esteem -- Creating an in-house coaching service at the BBC -- From Beijing to Belgium: coaching the global nomad -- From Macedonia: increasing sales through the HRDF Project -- From California, USA: career coaching an environmental scientist -- From Australia: management development at Orica -- From Abu Dhabi: corporate coaching in the United Arab Emirates -- From Australia: leading for performance -- building a values-driven organization in IT services -- From Japan: Management styles and succession planning -- Moral dilemmas and coaching challenges -- Coaching for Performance ROI -- Appendix A Awareness questions -- Coaching questions -- Questions for specific situations -- Appendix B Worksheets -- Appendix C Sample coaching agreements -- Agreement for personal coaching -- Agreement for corporate coaching -- Appendix D Coaching evaluation -- Resources -- Recommended books -- Recommended websites -- References and further reading -- About the author -- index.