1. The case for coaching * Working with constant change * Fulfilling potential: a new possibility * The basic model * The characteristics of a manager-coach 2. The definition of coaching * A typical definition * The spectrum of coaching skills * Leadership, management and coaching * Mentoring, counselling and coaching * Effective coaching 3. Managing a coaching session * The GROW model 4. The key skills of coaching * Listening * Raising awareness * Asking questions * Don??t get stuck, get interested 5. Feedback, suggestions and advice * Giving feedback * Making suggestions * Giving advice * Instructing and telling * A final thought 6. Creativity and looking to the future * Creating the future * Innovation or getting unstuck?? * Generating success criteria 7. Applications * A distinction: formal and informal coaching * Some useful applications 8. Implementation * Seven ways to start coaching * Common pitfalls * The coaching relationship * A typical coaching programme 9. Team coaching * Releasing the potential of teams * The dynamics of teams * Techniques to reduce interference in teams * Using the GROW model in team coaching * A typical team-coaching programme 10. Being a coach * People have huge potential * People have a unique map of reality-not-reality * People have good intentions * People achieve their own objectives 11. Developing as a coach * Practise, practise, practise * Other aids to development
