Praise for Managing Coaching at Work -- Contents -- LIST OF CASE STUDIES -- ACKNOWLEDGEMENTS -- PART ONE Contexts -- 01 What is coaching? -- Introduction -- Defining coaching -- What coaching isn't -- Role of the coach -- The manager as coach -- Coaching as a management style -- Coaching's role amongst the 'helping skills' -- 'Coaching culture' -- What this all means for implementing workplace coaching -- Summary -- Notes -- 02 Why coaching? -- What coaching aims to achieve for individuals and their organizations -- Why coaching works -- Coaching vs other transformative interventions? -- Is coaching always appropriate? -- Why choose coaching? -- Summary -- Notes -- 03 An agenda for coaching -- What we mean by an 'agenda' for coaching? -- What business applications might be suitable for a coaching agenda? -- Defining an agenda that fits with an organization's needs, priorities and strategy -- What if no agenda is set? -- Is a coaching agenda always necessary? -- Summary -- Notes -- 04 Options and consequences -- Introduction -- Where should coaching fit in? -- What type of coaching is needed? -- How should implementation be approached? -- Further influences affecting the choice of implementation approach -- Summary -- Notes -- PART TWO Implementation -- 05 Preparation -- First steps -- Needs analysis - and why many managers prefer not to coach -- Principles for implementation and programme design -- Planning for implementation -- Sourcing external support -- Coach recruitment -- Integration with other programmes and change initiatives -- Stakeholder engagement -- Accreditation -- Summary -- Notes -- 06 Action -- Introduction -- Developing coaches and coaching skills for managers -- Process definition -- IT systems and other supporting infrastructure for coaching -- Managing coaching.

Practical tips and insights to assist and pitfalls to avoid in implementation -- Summary -- Notes -- 07 Sustaining and developing coaching -- Introduction - what next? -- Why coaching often goes off the rails -- Continuing sponsor engagement and active senior manager support -- Continued promotion of support services for new coaches/managers -- Maintaining early-warning alerts for possible backsliding, and intervening when necessary -- Supporting the continued development of coach/manager coach skill -- Skill building and further coaching skill applications for coaches and managers - what next? -- Providing training and appropriate support for newcomers -- Proactively seeking opportunities for individuals to practise coaching -- Continuing to promote the benefits of coaching and publicizing success stories -- Ensuring that the systems, processes and other infrastructure needed to support coaching practice work and are developed in line with changing needs -- Sustaining coaching for organizational development -- Beyond company walls -- Summary -- Notes -- PART THREE Outcomes -- 08 Auditing and evaluating coaching -- Introduction -- Audit or evaluation? -- What to evaluate (or audit)? -- Why evaluating coaching is hard -- Some approaches to evaluation -- Common limitations of evaluation approaches -- The balance of probabilities method -- Gathering evidence (investigative inquiry) -- Summary -- Notes -- 09 Making and continuing the case for coaching -- Introduction -- Common fallacies in interpreting the outputs of evaluation -- How the balance of probabilities approach aims to address some common limitations of evaluation -- What constitutes valid evidence? -- Inference and logic -- The five steps of the balance of probabilities method -- A word about using anecdotes as input in evaluation -- Assessing counter-arguments.

Comparison with Kirkpatrick's 'four levels' model -- Making evaluation a routine process -- Promoting coaching -- Summary -- Notes -- 10 Learnings, change and new directions -- Introduction -- Learnings and responses -- Audit -- Developing coaching -- Supervision -- Sustaining interest and commitment -- Planning for future need -- Changing aspiration and transition -- Summary -- Appendix A Templates andmicro-tools -- Recruiting internal coaches, advertisement for candidates -- Role profile - coach -- Recruiting internal coaches, candidate selection criteria -- Request for coaching -- Coachee reflection -- Coaching management process -- Micro-tools: JaM -- Appendix B Checklists for implementing, managing and developing a coaching service -- Appendix C1 Coaching associations -- Appendix C2 Coaching journals and periodicals -- References -- Chapter 1 -- Chapter 2 -- Chapter 3 -- Chapter 4 -- Chapter 5 -- Chapter 6 -- Chapter 7 -- Chapter 8 -- Chapter 9 -- Chapter 10 -- INDEX.