The Art and Practice of Leadership Coaching: 50 Top Executive Coaches Reveal Their Secrets

140 50 TOPEXECUTIVECOACHES PRACTITIONERS John Alexander A t the Center for Creative Leadership (CCL), we specialize in coaching ...

COACHING FORLEADERSHIPDEVELOPMENT 141 the relationship between coach and coachee, a leader development model, and a results orie ...

142 50 TOPEXECUTIVECOACHES After an action plan is set, the coachee is challengedto explore alternative courses of action and to ...

COACHING FORLEADERSHIPDEVELOPMENT 143 Jim Bolt I coach CEOs and their senior management teams on how to build great sys- tems an ...

144 50 TOPEXECUTIVECOACHES agenda for the custom-designed leadership development strategy and pro- grams we create. For t his pr ...

COACHING FORLEADERSHIPDEVELOPMENT 145 Courage.Yo u have to be willing to say the unpopular, unpleasant thing. Most people in th ...

146 50 TOPEXECUTIVECOACHES David Giber I n many ways, coaching is the inter weaving of two stories—the coach’s and the person be ...

COACHING FORLEADERSHIPDEVELOPMENT 147 In coaching leaders, I aim for depth in exploring their life issues as well as their appro ...

148 50 TOPEXECUTIVECOACHES More than any of these techniques, the coach’s most powerful tool is who he or she is as a person. As ...

COACHING FORLEADERSHIPDEVELOPMENT 149 Jim Moore M y coaching/consulting practice is centered on helping clients create leadershi ...

150 50 TOPEXECUTIVECOACHES development plans for those selected leaders, and managing their job exper iences. If the purpose is ...

COACHING FORLEADERSHIPDEVELOPMENT 151 manager, are “Does it help me do my job? Do I understand it? Does it matter if I do it rig ...

152 50 TOPEXECUTIVECOACHES Making the client successful, not the coach/consultant.Sometimes, it’s easy to forget that the hero ...

153 CHAPTER 7
Coaching for Organizational Change Thought Leaders Phil Harkins R. Roosevelt Thomas Jr. W. Warner Burke Gifford ...

154 50 TOPEXECUTIVECOACHES THOUGHT LEADERS Phil Harkins Getting the Organization to Click I t’s not easy shifting an organizatio ...

COACHING FORORGANIZATIONALCHANGE 155 Understanding what it means to click on a personal level is easy. We need only think about ...

156 50 TOPEXECUTIVECOACHES implementation, for example. No matter what level the change initiative is being driven from, there’s ...

COACHING FORORGANIZATIONALCHANGE 157 and complex ities, while also having a wellspring of benchmarks to compare and contrast wha ...

158 50 TOPEXECUTIVECOACHES organizations back from change is fear and threat. The organization must be able to trust in the lead ...

COACHING FORORGANIZATIONALCHANGE 159 champions throughout the organization is geared toward three goals: deep- ening the relatio ...