Product Description

A pragmatic and passionate guide that establishes the many benefits of coaching in order to create a working environment for individuals and organizations to ensure that both fulfill their full potential.

Product Details

• Amazon Sales Rank: #15723 in Books
• Published on: 2003-11-15
• Original language: English
• Number of items: 1
• Binding: Paperback
• 240 pages

Management Today, February 2003
This book offers a thorough description of coaching and its aims, and can be adapted for use both in and out of the workplace.

About the Author
Myles Downey is Director of Studies at The School of Coaching, which he established in association with the Work Foundation, with the aim of "developing great coaches who can transform the performance of individuals and teams in organizations." He lives in London, UK.

Customer Reviews

Excellent
Immensely readable, this book presents a very interesting discussion of the "art" of coaching from numerous different angles. Downey stresses that coaching is an "art" and explores the principles of, and issues in, business coaching from a variety of viewpoints. This makes the book a great introduction for the beginner, but also a brilliant refresher for experienced coaches to dip into and reinvigorate ideas and principles. Be warned though, this is not a coaching manual. There is no attempt to theorise, no coverage of psychological aspects and little structured coverage of tools and techniques (though there are some inspiring ideas). If you want tools and techniques there are a number of books available (I like "Performance Coaching" by Angus McLeod). However, to establish first principles and set the scene for coaching in a very inspiring and readable manner I highly recommend this.

Excellent analysis of coaching and its ethos
An intelligent and thought-provoking exploration of the role of the coach, specifically the business coach, and an excellent read for anyone working in the newly emerging coaching profession. Introduced by Tim Gallwey (whose "Inner Game" precipitated a sea-change in sports coaching and helped trigger the emergence of life and business coaching - Downey's book makes regular reference to Gallwey.

Downey begins by pointing out that coaching is largely unregulated, has no core professional status or training/qualification requirements, and is, effectively, validated only by the person receiving the coaching. Coaching is results driven - it is predicated on empowering the client (or 'player'). The role of the coach is to encourage you to believe in yourself, to understand the complexities that are self, to help you discover the skills and momentum you need to transform self-belief into action, and then to motivate you towards achievement.

Downey writes of the need to bring humanity back to the workplace - and his book is largely directed at those working in business coaching. It's a very humanistic, compassionate approach - the role of the coach is not to mould automatons who will go to work unquestioningly, but to help people find their creative side, explore their imagination, recognise their intelligence, skills, passions, etc. The workplace benefits because the workers are fulfilled and achieve a balanced lifestyle which brings a fresh vitality to their work.

Gallwey's "Inner Game" identified the problem - what comes between you performing at your best and achieving your potential is that inner echo of doubt, that indecision refrain which repeats and repeats in your inner ear, "I can't", "I'll fail", "I'll miss", "they'll laugh at me", "what if ...", "what if ...", "what if ... ?" You have your own inner chorus of doubt and negative commentary. Gallwey argues that you have to switch this off and achieve "relaxed concentration" - often now described as "flow".

Downey sees the relevance of this to business coaching - if you are already plagued by this inner chorus of doubt and negativity, the sort of thing which prevents the player hitting the ball true, or taking the catch, or whatever, how much more battered must you feel if that chorus is orchestrated and conducted by a manager or work colleagues who routinely put you down? Downey's is a humanistic approach to coaching which emphasises listening, communication, creating a safe world where coach and client can achieve their own "flow" of understanding. Downey's vision of coaching is one of liberation and self-growth, is an exercise in the intimate trust and inspiration of rapport.

For Downey, effective coaching delivers fulfilment and achievement ... achievement which is sustainable. It doesn't just equip the individual to do the job better, it equips them with a confidence and self-assertiveness which they can transfer to their everyday life.

Coaching is an art - the art of interaction, of working together in harmony. Downey explores the practicalities - listening skills, the GROW model, the intricacies of business coaching - but it is his emphasis on creativity which I find most impressive and most stimulating. Creativity is at the core of the human condition - too many people learn not to be creative because it's safer to be the same. Too many learn to doubt their creative ability or potential. Too many learn to keep secret skills of innovation, problem solving, or imagination. It's safer to conform, it's safer not to take risks, it's best not to give others an excuse to laugh or condemn.

Downey emphasises the need to empower the individual, to extend to the client the liberation of being allowed to think, to imagine, to adventure, to take control.

It's a well-written book - it doesn't tell you how to go about becoming a coach, it doesn't provide you with a how-to guide to 'doing' coaching, but if you work in coaching, or psychology, counselling, social work, even medicine or teaching, it gives an invaluable perspective which will enable you to reassess your skills (and attitudes), and give greater depth to your practice. An excellent book, highly accessible, and deserving of a wide audience.

Good Intro
Having trailed along on the business sidelines for a number of years, coaching is suddenly enjoying a major surge of popularity. But what's it all about? Tennis in the Boardroom? Golf swings by the water cooler?

Myles Downey's book, despite its relative brevity, makes an excellent job of introducing some of the key considerations involved in training or hiring business coaches. At 135 pages (including the Introduction) you obviously aren't going to get an in-depth explanation of what coaching can do for you and/or your company. What I think you WILL get is a pretty good feeling for whether coaching can be of benefit to you.

If that makes the book sound a bit airy-fairy, I apologise. Mr Downey also does an excellent job of laying the groundwork for becoming an "effective coach" - if that's what you're after. There's actually plenty of very practical tips, including useful models, such as the "Spectrum of Coaching Skills" and the GROW (or TO GROW) outline of any coaching session.

One of the highlights of the book as far, as I was concerned, was the inclusion of snippets of dialogue (ranging from a few lines to several pages in length) used to actually demonstrate how to handle various elements of the coaching function.

The one element of the book I felt a little uneasy about was Mr Downey's hypothesis that a manager can also function as coach to one of his/her subordinates. As Mr Downey himself points out, facts and thoughts might emerge during a coaching session that could potentially be somewhat damaging when it comes to appraisal time. There seems to be an assumption that a "good" manager could somehow separate the two functions and ignore in 'manager mode' the things s/he has learnt whilst in 'coaching mode'.

I'd suggest that this is a piece of impractical idealism, which places an unrealistic and unfair burden upon the manager.

Rather than sweeping such considerations under the rug, it seems to me that coaching is likely to remain a fad until issues such as this have been fully addressed and resolved.