Cover -- Title Page -- Copyright -- Contents -- About the Author -- Foreword by Sir John Whitmore -- Foreword by Sir Richard Branson -- Acknowledgements -- Part One: The Fundamentals of Performance Coaching -- 01: What is Coaching? -- Origins of the Term 'coaching' -- The Principles of Coaching -- Types of Coaching -- 02: The Differences Between Coaching, Therapy, Counselling, Mentoring and Consultancy -- Coaching -- Therapy: Psychiatry, Psychology and Psychotherapy -- Counselling -- Mentoring -- Consultancy -- Comparisons -- 03: The Directive-non-directive Continuum -- Resisting the Urge to offer Solutions -- The Differences Between Coaching and Mentoring -- Clean Coaching -- The Client's Demands -- Advice from Association for Coaching Members -- The Coaching-mentoring-management Continuum -- 04: Self-limiting Beliefs -- Formation of Self-limiting Beliefs -- Challenging Self-limiting Beliefs -- 05: Coaching and Neuroscience -- Neuroscience and Bullying -- Goal-setting -- Positive Feedback and Learning -- Self-directed Learning -- Insights -- Multi-tasking -- Part Two: Creating a Coaching Culture in Organizations -- 06: The Meaning of a Coaching Culture -- The Coaching Culture at Virgin -- The Pillars of a Coaching Culture -- Other Examples of Coaching Cultures -- 07: Ten Steps to Creating a Coaching Culture -- The Ten-step Plan -- Kent County Council's South East Coaching and Mentoring Network -- 08: Coaching in the workplace -- Uses for Coaching in the Workplace -- Internal Coaching -- External Coaching -- Coachable Moments -- Speed Coaching in Industry -- 09: Coach Training in the Workplace -- How to Choose a Coach Training Supplier -- The Length and Depth of Coach Training -- Training Coaches at the BBC -- Training the Coach Trainer at IKEA -- 10: Coaching in Leadership -- Identifying the Traits of Leadership.

Coaching Skills Vs Behaviour and Attitude -- Transformational Leadership Programme at CLM 2012 Olympic Delivery Partner -- Leadership and Coaching in the Arts Sector -- Coaching a Senior Team Leader in a Multinational Organization -- 11: Cross-cultural Coaching -- What are Cultural Differences? -- Cultural Differences in Team Roles -- Coach Training for Sales Leaders at a Global Business Services Organization -- Creating a Global Coaching Culture -- Insights in Finland -- Cross-cultural Differences Across Roles -- 12: Coaching in Schools -- The Alignment of Coaching with Learning -- A Coaching Programme for North Somerset Schools -- Coach Training for Teachers in Hong Kong -- Coaching Adolescents -- 13: Coaching for Crisis at Christmas -- 14: Corporate Social Responsibility and Shared Value: Bringing Business and Society Back together -- What is Corporate Social Responsibility? -- Organizations who Care -- Shared Value -- The Emergence of the 'Social Enterprise' -- 15: Bullying in the Workplace -- Bullying: Nature or Nurture? The Neural Perspective -- Reforming The Bully -- Coaching the Accidental Bully -- How to Cope with Being Bullied -- 16: Resilience in Leadership -- What is Resilience? -- Resilience in Leaders -- What Makes a Resilient Organization? -- Developing Resilience -- 17: Coaching Supervision: A Workplace Perspective -- Differences Between Traditional and Coaching Supervision -- Supervision in Therapy -- Coaching Supervision in the Workplace -- What to do in a Coaching Supervision Session -- Types and Frequency of Supervision -- Credentials of the Coaching Supervisor -- 18: ROI: Measuring the Return on Investment in Coaching -- Planning -- How to Get Quantifiable Results from Surveys -- Leveraging Feedback -- Leveraging Research -- Measuring the Value of Coaching at OFGEM -- Conclusion -- Part Three: Skills for Coaches and Managers.

19: Listening -- The Five Levels of Listening -- The Power of Listening -- Non-verbal Signals -- 20: Reflecting, Summarizing and Clarifying -- Reflecting -- Summarizing -- Clarifying -- Benefits -- 21: Questioning -- Open and Closed Questions -- Beware of Judgemental Questions -- Beware of Leading Questions -- Beware of Multiple Questions -- The Significance of Silence -- 22: Permission Protocol -- Permission as a Tool -- Permission Protocol -- When is Permission not Permission? -- Permission and the Need for Control -- 23: The Grow Coaching Model -- The History of Grow -- Practical Application -- Flexibility of Grow -- 24: The Exact Model: A Coaching Approach to Goal Setting -- The Exact Goal-setting Model -- Comparison Between Exact and Smart Goals -- How to Set a Goal -- Goal Setting with Teams -- Conclusion -- 25: Coaching Feedback -- Why Feedback Models Don't Work -- Eliciting Self-feedback -- Relationship to the Grow Model -- General Feedback Guidelines -- 26: The Structure of Coaching -- The Coaching Contract -- Structure of a Coaching Session -- Structure for a Series of Coaching Sessions -- 27: Setting and Reviewing Actions -- Exploring the 'Will' Part of Grow -- Setting Actions -- Reviewing Actions -- Part Four: Tools of the Trade: Continuing Professional Development -- 28: David Grove's Clean Language -- History and Principles of Clean Language -- Metaphor -- Traumatic Memory -- Clean Language Questions -- Reflecting Words Back -- Clean Conversations -- Clean Language in Coaching -- Clean Language at the BBC -- Grovian Techniques in Industry -- Research into Clean Language -- 29: David Grove's Emergent Knowledge -- Clean Space -- Principles of Emergent Knowledge -- Science of Emergence -- Small World Networks -- Emergent Knowledge Processes -- Clean Language and Emergent Knowledge for BBC Internal Coaches.

Emergent Knowledge in one-to-one Coaching -- 30: Transpersonal Coaching -- Origins of Transpersonal Psychology -- Sub-personalities -- Transcript of a Coaching Session by Sir John Whitmore -- Commentary by Sir John Whitmore -- 31: An Introduction to Neurolinguistic Programming -- The Origins of NLP -- NLP Processes -- NLP at Work -- Conclusion -- 32: Systemic Coaching -- Systems in Families, Teams and Communities -- Knock-on Effect of Change -- Repetition of Childhood Behaviour -- Coaching the Organization -- Systems Theory, Cybernetics, Family Systems Theory, Complexity Theory and Chaos Theory -- Systemic Coaching in the Public Sector -- 33: Transactional Analysis and the ok Corral -- Social Transactions -- The States of Parent, Child and Adult -- Changing Behaviour -- Franklyn Ernst's ok Corral -- 34: 360-degree Feedback -- The Process -- Pitfalls -- Coaching the Results -- Alternatives -- 35: The Reuven Bar-On Emotional Quotient Inventory (BarOn EQ-i) -- History -- The Five Elements -- Validity Safeguards -- Emotional Intelligence in the IT Department -- 36: Thomas-kilmann Conflict Mode Instrument -- Dealing with Conflict -- Using the TKI -- Pitfalls of Using the TKI -- The Conflict Continuum -- The TKI at Work -- 37: Marshall Rosenberg's 'Non-Violent Communication' -- Exploring Conflict -- Finding the Compromise -- 38: Situational Leadership -- Origination by Blanchard and Hersey: The Original Quadrants -- Blanchard's Revised Quadrants -- Delivering all Types of Leadership in a Coaching Style -- Situational Leadership and Japanese Hierarchy -- 39: Kouzes And Posner: The Leadership Challenge -- Development by Kouzes and Posner -- The Five Elements -- 40: Cultural Transformation Tools -- Origination by Richard Barratt -- The Seven Levels of Consciousness -- Identifying Values -- Building a Values-Driven Organization in IT Services.

41: The Inner Game -- Timothy Gallwey's Background -- The Inner Opponent -- The Work Triangle -- Non-judgemental Awareness -- Self-directed Learning -- The Inner Game in Team Building -- 42: Nancy Kline's Thinking Environment -- Origins of the Thinking Environment -- The 10 Components of a Thinking Environment -- The Thinking Session -- The Incisive Question -- The Power of Listening -- The Thinking Partnership in Action -- 43: Appreciative Inquiry -- Origins of Appreciative Inquiry -- The Four Stages of Discovery, Dream, Design and Destiny -- Appreciative Inquiry in the United Arab Emirates -- 44: Mindfulness -- History of Mindfulness -- Relaxation Exercises -- Mindfulness in Yoga and other Practices -- Mindfulness in Conflict -- Mindfulness Questions -- Mindfulness at Work -- 45: Elizabeth Kubler Ross's Change Curve Six Stage Model -- The six stages of the Change Curve -- 46: Bruce Tuckman's 'forming, Storming, Norming and Performing' Team Development Model -- The Four Elements of Team Development -- Addition of 'Adjourning' -- Additions of 'Mourning' and 'Dorming' -- Recommendations for Teams and team Leaders -- 47: The Myers-briggs Type Indicator (MBTI ®) -- Jung's Archetypes -- Development by Isabel Myers and Katherine Briggs -- The 16 Personality Types -- The Difference Between Extraversion and Introversion -- MBTI in Team Development -- 48: The Enneagram -- Ancient History -- The Nine Types -- Differentiating Core Values from Personality Traits -- Manifestation of Types -- 49: Kolb's Learning Styles -- Background -- The Learning Styles Quadrants -- The Four Preferences -- Learning Styles at Work -- 50: Disc -- The Four Types -- William Moulton Marston's Instigation of Behavioural Science -- Comparison with Jung's Archetypes and MBTI Personality Types -- Disc in Team Building -- 51: Johari Window -- Development by Joseph Luft and Harry Ingham.

The Four Quadrants.