Product Description

When it was published in 2000, Coaching for Leadership became an instant classic in the field of executive coaching. This second edition updates and expands on the original book and brings together the best executive coaches who offer a basic understanding of how coaching works, why it works, and how leaders can make the best use of the coaching process. This thoroughly revised edition reflects recent changes in coaching practices, includes well–researched best practices, and provides additional guidance and tools from the greatest leadership coaches from around the world. Each chapter in this important volume addresses a proven application, offers key principles of practice, and highlights critical learning points.

Product Details

• Amazon Sales Rank: #89705 in Books
• Published on: 2005-11-11
• Original language: English
• Number of items: 1
• Binding: Hardcover
• 288 pages

From the Inside Flap
Coaching for Leadership

"This is a significant addition to the authors′ earlier works, and comes at a most timely point in the continuing evolution of corporate leadership. The complexities of today′s business challenges are prompting leaders at all levels to seek out professional coaching support, and this book does a great job in exploring the options, insights, and practices."
—Jon R. Katzenbach, founding partner, Katzenbach Partners LLC, and author, Why Pride Matters

When it was published in 2000, Coaching for Leadership became an instant classic in the field of executive coaching. This second edition updates and expands on the original book and brings together the best executive coaches who offer a basic understanding of how coaching works, why it works, and how leaders can make the best use of the coaching process. This thoroughly revised edition reflects recent changes in coaching practices, includes well–researched best practices, and provides additional guidance and tools from the greatest leadership coaches from around the world. Each chapter in this important volume addresses a proven application, offers key principles of practice, and highlights critical learning points.

A timely book, Coaching for Leadership covers important new concepts and Shows when coaching is necessary and when it is needed most

• Explains how different coaching styles embrace various practices
• Shows how coaching applies to different situations
• Describes how to engage human resource professionals in the process
• Demonstrates how to manage leadership coaching programs
• Illustrates how to make leadership coaching align with key OD values, such as dignity and collaboration
• Shows how to negotiate the return on investment conversation between human resources and finance
• Details how to make process consultation work in leadership coaching.

The second edition of Coaching for Leadership is a practical resource that is filled with best practices, sample scenarios, case studies, and hands–on tools.

From the Back Cover
Praise for Coaching for Leadership

"This book is the single best collection of first–rate articles on executive coaching. It covers every base from leading change to strategy and should be on the bookshelf of every student and practitioner of leadership and organizational development."
—Warren Bennis, University Professor and Distinguished Professor of business, University of Southern California,and author, On Becoming a Leader, and coauthor, Geeks and Geezers

"What a resource! In Coaching for Leadership, the world′s best coaches come together to present an advanced tutorial on the art of coaching. Anyone interested in becoming an executive coach, either as an individual practice or within his or her organization, must immediately buy and read this essential hands–on guide."
—Sally Helgesen, author, The Female Advantage and The Web of Inclusion

"This exceptional book is a must read for individuals at all levels of the organization. Coaches, HR managers, and executives hoping to become coaches will benefit greatly from the concepts, practices, and techniques brought to light in Coaching for Leadership."
—Vijay Govindarajan, Earl C. Daum 1924 Professor of International Business, and director, Center for Global Leadership

"This book is very important and valuable reading for executives who are reaching retirement and moving into another important area of contribution: coaching others to become effective executives. It is no less significant for corporate HR executives who are increasingly called upon to manage coaching interventions on behalf of their companies′ leaders."
—D. Quinn Mills, professor, Harvard Business School

"Coaching is a critical business skill in today′s fast–changing world. Coaching for Leadership pulls together insightful contributions from several renowned coaches. This book is a must read for leaders and future leaders."
—Dr. Homa Bahrami, senior lecturer, Haas School of Business, University of California, Berkeley

About the Author
Marshall Goldsmith is a world authority in helping successful leaders achieve positive, measurable change in behavior for themselves, their people, and their teams. The American Management Association recently named Goldsmith as one of the fifty great thinkers and business leaders who have influenced the field of management over the last eighty years.

Laurence Lyons specializes in coaching directors and senior executives. Lyons is described by Henley Management College as a leading authority on organizational development and by the United Kingdom Chartered Institute of Personnel and Development as an internationally–renowned expert on technology, business, and work.

Customer Reviews

Coaching for Leadership
A well written flowing book with so much interesting and stimulating material.
This book is not only for HR or Talent management it is for CEOs who want not only to develop themselves but to create a great team and Company to work for.
For business coaches this book can be read over and over again as it is not only informative but also motivating.
It is difficult to find so much experience and above all priceless advice in one book.
As always,M.Goldsmith never fails to deliver.

Perhaps the definitive source for understanding the practice of leadership coaching

This is the Second Edition of an anthology first published in 2000. Marshall Goldsmith and Laurence Lyons selected, organized, and contributed to the material that is divided into four Parts: Foundations of Coaching (Chapters 1-4, Pages 3-42), Building Blocks (Chapters 5-10, Paged 45-82), Leading Change (Chapters 11-18, Pages 87-159), and Applications (Chapters 19-26, Pages 163-243. As Goldsmith and Lyons explain in the Preface, this edition "expounds a well-accepted practice, not a rapidly emerging bright idea. This book contains fourteen brand new chapters; another ten chapters have been significantly revised. We include new detailed case studies, which we know are highly valued by our leaders."

Presumably this book will be of substantial value to those who are preparing to begin a career in leadership coaching or have recently embarked on one. I also think it will be of great value to most C-level executives and other supervisors who are determined to help develop effective leaders at all levels and in all areas of their organization. For at least some people are full-time executive coaches, much of the material in this book will probably serve as a reminder of what they already know. However, there is always room for increased knowledge as well as improved capabilities (especially information retrieval, diagnostic, and communication skills). For other readers who are primarily responsible for the performance of their direct reports, the material in Parts One and Two will probably be of greatest interest and value. In my opinion, most of the material is relevant to leadership development within any organization, regardless of its size or nature.

Here is a representative selection of brief excerpts from three articles.

"Coaching is a sub-set of consultation. If coaching is to be successful, the coach must be able, like a consultant, to create a helping relationship with his or her client. To create such a helping relationship, it is necessary to start in the process mode, which involves the learner/client, which identifies what the real problems are that need to be worked on, which builds team in 2which both the coach and th4 client take responsibility for the outcomes." "Coaching and Consutation Revisited: Are They the Same?," Edgar H. Schein (Page 24)

"The first thing is to ask yourself the question, `Why?' Why do you want to be an executive coach? What is your aim? What is your mission? What is your purpose? What are your goals? Why would you choose to be an executive coach rather than to do something else with your time and your life?...Identify the most important things that you have learned in your career that would be helpful to other people. You must be absolutely clear about what you are going to bring to your coaching clients based on your own knowledge and experience." "Making the Transition from Executive to Executive Coach," Brian Tracy (Page 101 & Page 102). Tracy also identifies "four key principles in strategic marketing" of executive coaching services: specialize in a particular area, "set yourself apart" (i.e. differentiate yourself from the competition), find your niche market, and focus your efforts. Tracy recommends clearly defining (in writing) the value offering, how much to charge for services, how to market those services, where services will be provided, and positioning (i.e. determining the words that describe you").

"The coaching process we use is fairly standard. It generally consists of five phases: contracting, assessment, goal setting, development training and evaluation. Although all five steps are important, we try to guard against moving too quickly through the "set-up," the preliminary assessment and planning phase that identifies the issues and sets the foundation for the success or failure of the engagement. In fact, the set-up may occupy the first two to three months of meetings. The questioning abilities (along with the patience) of the coach are key. The success or failure of the entire engagement is often dependent on the coach's willingness to gather the pieces of the emerging puzzle, help assemble a clear picture of the goals and challenges at hand, and partner with the client to lay a foundation for success." "Coaching Business Leaders," Richard Gautier and David Giber (Page 117).

Obviously, a C-level executive or supervisor needs to modify the advice to full-time executive coaches (such as provided in the last excerpt from Gautier and Giber's article) but even so, as indicated previously, I think almost any C-level executive or supervisor can learn a great deal from the same advice that can be applied during opportunities each day to help direct reports to strengthen their own leadership and management skills, improve their performance, and in countless other ways add value to an organization.