Business Coaching & Mentoring For Dummies

 
 
Standards Information Network (Verlag)
  • 2. Auflage
  • |
  • erschienen am 3. Juli 2017
  • |
  • 432 Seiten
 
E-Book | PDF mit Adobe-DRM | Systemvoraussetzungen
978-1-119-36393-4 (ISBN)
 
Shape the leadership of tomorrow
Business Coaching & Mentoring For Dummies provides business owners and managers with the insight they need to successfully develop the next generation of leaders. Packed with business-led strategies, key concepts, and effective techniques, this book equips you with the skills to transform both yourself and your team. Whether you're coaching colleagues, employees, or offering your skills as a service, these techniques will help you build a productive relationship that leads to business success. The companion website also features eight bonus videos that will further your mastery by showing you what great coaching looks like in action. Navigate tricky situations and emotional minefields with ease; develop vision, values, and a mission; create a long-term plan--everything you need is here, with expert guidance every step of the way.
* Understand how mentoring benefits both sides of the relationship
* Learn key coaching techniques that develop leadership potential
* Adopt new tools that facilitate coaching and mentoring interactions
The modern workplace is a mix of generations, personalities, strengths, weaknesses, and quirks; great leadership can pull it all together toward a common goal, but who leads the leaders? Mentors and coaches fill this essential role, and this book shows you how to be one of the best.
2. Auflage
  • Englisch
  • Newark
  • |
  • USA
John Wiley & Sons Inc
  • Für Beruf und Forschung
  • Überarbeitete Ausgabe
  • 10,07 MB
978-1-119-36393-4 (9781119363934)
weitere Ausgaben werden ermittelt
Marie Taylor worked across the spectrum of business in private and nonprofit organizations delivering a range of leadership training and behavioral training. Steve Crabb is a Licensed Master Trainer of NLP and a Master Transformative Coach who has helped to train and coach more than 30,000 people.
1 - Title Page [Seite 5]
2 - Copyright Page [Seite 6]
3 - Table of Contents [Seite 9]
4 - Introduction [Seite 19]
4.1 - About This Book [Seite 19]
4.2 - Foolish Assumptions [Seite 20]
4.3 - Icons Used in This Book [Seite 21]
4.4 - Beyond the Book [Seite 22]
4.5 - Where to Go from Here [Seite 22]
5 - Part 1 Getting Started with Business Coaching and Mentoring [Seite 23]
5.1 - Chapter 1 Navigating the World of Coaching and Mentoring [Seite 25]
5.1.1 - Spotlighting the Business Benefits of Coaching and Mentoring [Seite 26]
5.1.2 - Defining Coaching and Mentoring [Seite 27]
5.1.2.1 - Coaching is the art of co-creation [Seite 27]
5.1.2.2 - Mentoring is the art of imparting wise counsel [Seite 29]
5.1.2.3 - Distinguishing coaching and mentoring from therapy [Seite 29]
5.1.3 - Distinguishing Business Coaching from Other Types of Coaching [Seite 32]
5.1.3.1 - Business coaching requires an understanding of business [Seite 32]
5.1.3.2 - Coaching leaders to be difference-makers [Seite 33]
5.1.4 - Equipping Yourself to Help Other People in the Business Context [Seite 36]
5.1.4.1 - Choosing a coach or mentor [Seite 38]
5.1.4.2 - Becoming a business coach or mentor [Seite 39]
5.1.5 - Being on the Other Side as Coachee or Mentee [Seite 40]
5.1.6 - Understanding Professional Requirements [Seite 41]
5.2 - Chapter 2 Making the Case for Coaching and Mentoring [Seite 45]
5.2.1 - Taking the Role of Educator [Seite 46]
5.2.2 - Valuing Third-Party Observation in Business [Seite 47]
5.2.2.1 - Showing that the coach's perspective matters [Seite 47]
5.2.2.2 - Knowing how perspective feeds into change [Seite 48]
5.2.2.3 - Understanding construal-level theory [Seite 48]
5.2.2.4 - Leading a client to the light-bulb moment [Seite 52]
5.2.3 - Identifying the Client's Return on Investment [Seite 52]
5.2.3.1 - Selling the benefits [Seite 53]
5.2.3.2 - Doing a cost-benefits analysis [Seite 54]
5.2.3.3 - Measuring and monetizing [Seite 56]
5.2.3.4 - Measuring the hidden benefits clients can't see [Seite 56]
5.2.3.5 - Investing now for a future return [Seite 58]
5.2.4 - Stretching the Budget [Seite 59]
5.2.5 - Adding Value by Training Leaders in Coaching and Mentoring Skills [Seite 60]
5.3 - Chapter 3 Developing the Skills and Knowledge Base of a Coach and Mentor [Seite 63]
5.3.1 - The Differences between Coaching and Mentoring [Seite 64]
5.3.1.1 - The coaching skillset [Seite 64]
5.3.1.2 - The mentoring mind-set [Seite 65]
5.3.2 - Coaching and Mentoring Skills [Seite 66]
5.3.2.1 - Being present for a session [Seite 66]
5.3.2.2 - Active listening [Seite 66]
5.3.2.3 - Why coaching is rarely about the first issue in the conversation [Seite 67]
5.3.2.4 - Doing your homework and developing relevant business knowledge [Seite 68]
5.3.3 - Structuring a Client Session [Seite 70]
5.3.3.1 - Getting into the right frame of mind [Seite 70]
5.3.3.2 - Contracting creates relationship clarity [Seite 70]
5.3.3.3 - The contracting session [Seite 71]
5.3.3.4 - Creating the right environment [Seite 72]
5.3.3.5 - Knowing your limitations [Seite 73]
5.3.4 - Using Models in Coaching and Mentoring [Seite 75]
5.3.4.1 - The CLEAR model [Seite 75]
5.3.4.2 - Solution-focused coaching model [Seite 78]
5.3.4.3 - A model for mentoring [Seite 79]
5.3.4.4 - Developing flexibility in utilizing models and tools [Seite 82]
5.3.5 - Working in Particular Circumstances [Seite 82]
5.3.5.1 - Coaching and mentoring via telephone, web, and email [Seite 82]
5.3.5.2 - Cross-cultural and multicultural work [Seite 85]
5.4 - Chapter 4 Assessing Clients' Needs before Coaching [Seite 87]
5.4.1 - Creating Programs to Deliver Coaching and Mentoring in Organizations [Seite 88]
5.4.1.1 - Figuring out what the organization wants and what the organization needs [Seite 88]
5.4.1.2 - Working with talent management and succession planning [Seite 94]
5.4.1.3 - Supporting coaches and mentors [Seite 95]
5.4.2 - Coaching Wannabe Business Owners and Startups [Seite 96]
5.4.2.1 - Helping startups see the value of coaching [Seite 96]
5.4.2.2 - Looking at areas for focus [Seite 97]
5.4.2.3 - Guiding the jack-of-all-trades and master of one [Seite 98]
5.4.3 - Helping the Family-Owned Business Survive and Thrive [Seite 100]
5.4.3.1 - Knowing where your support is most helpful [Seite 100]
5.4.3.2 - Evolving the legacy [Seite 101]
5.4.3.3 - Keeping business professional [Seite 102]
5.4.4 - Developing "Intrapreneurs" within Organizations [Seite 103]
5.4.4.1 - Creating the space to innovate [Seite 104]
5.4.4.2 - Turning the catalyst of an idea into reality [Seite 105]
5.4.5 - Working with the Socially Oriented Business [Seite 106]
5.4.5.1 - Knowing types and makeups [Seite 106]
5.4.5.2 - Identifying the challenges for the business [Seite 107]
6 - Part 2 Developing the Business Leader's Mind-Set [Seite 109]
6.1 - Chapter 5 Managing the Inner World of Thoughts and Emotions [Seite 111]
6.1.1 - Understanding How Humans Think [Seite 112]
6.1.1.1 - We are what we think [Seite 113]
6.1.1.2 - We become what we practice [Seite 114]
6.1.2 - Choosing the Most Appropriate State in the Moment [Seite 115]
6.1.2.1 - Noticing the effects of a negative emotional state [Seite 115]
6.1.2.2 - Looking at the State Behavioral Model [Seite 117]
6.1.2.3 - Working with the four F's of flight or fight [Seite 118]
6.1.2.4 - Knowing that breathing is a better choice than not [Seite 120]
6.1.2.5 - Looking downright depressed is a dismal choice [Seite 122]
6.1.2.6 - If things aren't looking up, looking up helps [Seite 123]
6.1.3 - Changing Internal Self-Talk [Seite 124]
6.1.3.1 - Understanding that it's not what you say, it's the way you say it [Seite 125]
6.1.3.2 - Making the ridiculous sound ridiculous [Seite 127]
6.1.3.3 - Being kinder and nicer matters [Seite 128]
6.1.4 - Making Mind Pictures That Matter [Seite 129]
6.1.4.1 - Getting distance from the situation [Seite 130]
6.1.4.2 - Focusing on this not that [Seite 132]
6.1.5 - Changing the Internal World by External Means [Seite 134]
6.1.5.1 - Identifying when therapy is the answer [Seite 134]
6.1.5.2 - Using mindfulness, meditation, and the mysterious to support business [Seite 136]
6.2 - Chapter 6 Helping Leaders Recognize Why "I Did It My Way" Isn't the Best Epitaph [Seite 139]
6.2.1 - Recognizing That Inflexibility Sometimes Leads to Extinction [Seite 140]
6.2.1.1 - Knowing that process and product innovation require adaptive leadership [Seite 141]
6.2.1.2 - Checking risk appetite to temper or grow ambition [Seite 142]
6.2.2 - Being Willing to Ask for Help When Out of Your Depth [Seite 144]
6.2.3 - Deploying the Right Thinking to the Right Problem [Seite 147]
6.2.3.1 - Thinking purposefully [Seite 148]
6.2.3.2 - Exercising your thinking [Seite 149]
6.2.3.3 - Seeking certainty when ambiguity may create something wonderful [Seite 151]
6.2.4 - Developing Alternative Perspectives [Seite 151]
6.2.4.1 - Considering leadership styles [Seite 151]
6.2.4.2 - Applying leadership gifts in business [Seite 153]
6.3 - Chapter 7 Coaching Clients through Their Blind Spots [Seite 157]
6.3.1 - Preframing the Coaching Conversation [Seite 158]
6.3.2 - Breaking Down Common Barriers [Seite 159]
6.3.2.1 - Working on willingness to learn [Seite 160]
6.3.2.2 - Pushing beyond the comfort zone [Seite 160]
6.3.2.3 - Identifying the enemies of learning [Seite 162]
6.3.3 - Dealing with Roles and Perceptions That Contribute to Blindness [Seite 164]
6.3.3.1 - Repositioning the ego state [Seite 164]
6.3.3.2 - Grounding eccentricity [Seite 167]
6.3.3.3 - Distancing empathy [Seite 168]
6.3.4 - Defusing Dramas That Impede Clear Vision [Seite 169]
6.3.4.1 - Moving beyond reactive thinking [Seite 170]
6.3.4.2 - Giving up the dramatic roles [Seite 171]
6.3.4.3 - Dealing with learned helplessness [Seite 172]
6.3.4.4 - Finding the meaning in fear [Seite 174]
6.3.5 - Shining a Light on Incongruency [Seite 176]
7 - Part 3 Coaching and Mentoring to Get a Business on the Right Track [Seite 179]
7.1 - Chapter 8 Telling a Compelling Story in Business [Seite 181]
7.1.1 - Understanding the Value of the Business Story [Seite 182]
7.1.1.1 - Recognizing how a business conveys its story [Seite 182]
7.1.1.2 - Knowing which stories a business tells [Seite 184]
7.1.1.3 - Seeing who responds to stories [Seite 184]
7.1.2 - Helping the Client Create the Basic Story [Seite 187]
7.1.2.1 - Guiding the client through an exploratory exercise [Seite 187]
7.1.2.2 - Knowing that "it's the way you tell it" [Seite 188]
7.1.3 - Distinguishing Fact from Opinion [Seite 192]
7.1.3.1 - Thinking in terms of maps of reality [Seite 193]
7.1.3.2 - Asking good-quality questions [Seite 194]
7.1.3.3 - Weeding out deletions, distortions, and generalizations [Seite 196]
7.1.3.4 - Playing master sleuth to separate opinion and reality [Seite 200]
7.1.4 - Giving Feedback on the Business Story [Seite 202]
7.2 - Chapter 9 Helping Clients to Assess Their Own Businesses Objectively [Seite 205]
7.2.1 - Testing the Foundations of the Business [Seite 206]
7.2.2 - Applying Strategic Thinking [Seite 206]
7.2.3 - Making the Complicated Simple [Seite 210]
7.2.3.1 - Using a framework to walk around the business [Seite 210]
7.2.3.2 - Working in plain lens spectacles [Seite 211]
7.2.4 - Determining Where the Best Mentoring Work Begins and Ends [Seite 215]
7.2.5 - Developing Trust and Honest Appraisal through Feedback [Seite 216]
7.2.5.1 - Encouraging clients to be open to regular feedback [Seite 216]
7.2.5.2 - Using feedback to feed forward [Seite 217]
7.2.6 - Learning from the Spectacular Success of Others [Seite 217]
7.2.7 - Mentoring inside a Small Organization [Seite 218]
7.3 - Chapter 10 Developing Vision, Mission, and Values [Seite 221]
7.3.1 - Aligning Who You Are with the Business You're In [Seite 221]
7.3.2 - Revealing What's Really Important [Seite 222]
7.3.2.1 - Defining the how and why of your business [Seite 222]
7.3.2.2 - Stopping your history from holding you back [Seite 224]
7.3.2.3 - Checking your locus of control [Seite 224]
7.3.2.4 - Getting clear on what you value and what you want [Seite 226]
7.3.3 - Helping a Business Create Operating Values [Seite 229]
7.3.3.1 - Coaching business leaders to identify values [Seite 230]
7.3.3.2 - Fleshing out values statements [Seite 232]
7.3.4 - Designing an Inspiring Vision with the Logical Levels Model [Seite 234]
7.3.4.1 - Identifying the six levels [Seite 235]
7.3.4.2 - Using the Logical Levels model [Seite 237]
7.3.4.3 - Reverse engineering the future [Seite 239]
7.3.5 - Communicating the Vision [Seite 240]
7.3.6 - Examples of Mission and Vision Statements [Seite 240]
7.3.6.1 - International Federation of the Red Cross [Seite 240]
7.3.6.2 - Fusion Optix [Seite 241]
7.3.6.3 - JPMorgan Chase & Co. [Seite 241]
7.4 - Chapter 11 Transforming Visions into Workable Plans [Seite 243]
7.4.1 - Creating a Plan Fit for Purpose [Seite 244]
7.4.1.1 - Planning mind-set rules [Seite 245]
7.4.1.2 - Exploring options [Seite 246]
7.4.1.3 - Revealing what may stop or derail the plan [Seite 252]
7.4.1.4 - Gaining honest commitment and buy-in [Seite 255]
7.4.1.5 - Pinpointing when now is the right time [Seite 256]
7.4.2 - Resourcing the Plan [Seite 256]
7.4.2.1 - Packing the luggage for the journey [Seite 257]
7.4.2.2 - Knowing the route and moving in the right direction [Seite 260]
7.4.2.3 - Scheduling when to rest and refuel [Seite 261]
7.4.3 - Actioning and Reviewing the Plan [Seite 262]
7.4.3.1 - Gathering feedback and feeding forward [Seite 262]
7.4.3.2 - Checking that the plan is on track [Seite 263]
7.4.3.3 - Knowing when quitting is good [Seite 263]
7.4.3.4 - Acknowledging a job well done [Seite 265]
7.5 - Chapter 12 Mentoring for Personal Success and Empowering Leadership [Seite 267]
7.5.1 - Being a Great Leadership Mentor [Seite 268]
7.5.2 - Challenging the Delusions of What It Means to Be Successful [Seite 269]
7.5.2.1 - Success and culture [Seite 270]
7.5.2.2 - Success isn't a destination [Seite 271]
7.5.3 - Exploring the True Nature of Success [Seite 271]
7.5.4 - Dealing with the "I Should" Traps of Success [Seite 273]
7.5.4.1 - Why look at limiting beliefs in mentoring? [Seite 274]
7.5.4.2 - Finding a strategy for examining and eliminating limiting beliefs [Seite 276]
7.5.5 - Identifying the Common Qualities of Great Leaders [Seite 279]
7.5.5.1 - Looking and behaving like a leader [Seite 280]
7.5.5.2 - Adapting your style to create followers [Seite 282]
7.5.6 - Allowing Others to Lead While You Follow [Seite 284]
7.5.6.1 - Enabling leadership across generations [Seite 284]
7.5.6.2 - Mentoring Millennial leaders [Seite 285]
8 - Part 4 Creating a Successful Business Identity with the Support of a Coach [Seite 287]
8.1 - Chapter 13 Developing the Brand of You [Seite 289]
8.1.1 - Enter Personal Branding [Seite 289]
8.1.2 - Defining How Brands Work When They Work Well [Seite 291]
8.1.3 - Building a Brand on Purpose [Seite 293]
8.1.3.1 - Defining your purpose [Seite 293]
8.1.3.2 - Keeping the business intact and your values on track [Seite 295]
8.1.4 - Looking in the Mirror of Self-Critique [Seite 297]
8.1.4.1 - Cultivating the qualities of brand excellence [Seite 298]
8.1.4.2 - Stepping into a brand-new you [Seite 299]
8.1.5 - Presenting Yourself with Style and Substance [Seite 300]
8.1.6 - Recognizing When Incongruence Strikes [Seite 301]
8.1.7 - Valuing What You Have to Offer [Seite 302]
8.1.7.1 - Realizing your value [Seite 302]
8.1.7.2 - Following a six-step model [Seite 304]
8.1.7.3 - Positioning your brand [Seite 305]
8.1.7.4 - Adjusting your financial thermostat [Seite 306]
8.1.8 - Promoting Yourself with Shameless Humility [Seite 308]
8.1.9 - Lighting Up the Room When You Walk In, Not When You Walk Out [Seite 309]
8.1.10 - Leaving a Legacy Footprint [Seite 310]
8.2 - Chapter 14 Developing Relationships at All Levels [Seite 313]
8.2.1 - Establishing a Successful Relationship with Yourself [Seite 313]
8.2.2 - Establishing the Baseline [Seite 314]
8.2.2.1 - Step 1: Gathering the personal map [Seite 314]
8.2.2.2 - Step 2: Identifying high points and low points [Seite 315]
8.2.2.3 - Step 3: Discovering desired improvement [Seite 316]
8.2.3 - Working on Yourself [Seite 316]
8.2.3.1 - Being authentic [Seite 317]
8.2.3.2 - Staying in the game [Seite 317]
8.2.3.3 - Starting strong and avoiding needy [Seite 318]
8.2.4 - Maintaining Client Relationships [Seite 320]
8.2.4.1 - Checking commitment and desire [Seite 321]
8.2.4.2 - Case example of how to check for commitment to goals [Seite 321]
8.2.5 - Managing Stakeholder and Sponsor Relationships [Seite 324]
8.2.5.1 - Managing stakeholder relationships [Seite 324]
8.2.5.2 - Communicating in triangular situations [Seite 327]
8.2.5.3 - Sponsoring a coaching intervention [Seite 328]
8.2.6 - Building Synergistic Collaboration [Seite 328]
8.2.6.1 - Creating synergy and serial entrepreneurship [Seite 329]
8.2.6.2 - Growing wiser and creating value [Seite 329]
8.2.7 - Networking Is a Deposit in the Karmic Bank [Seite 330]
8.2.8 - Building Trust and Rebuilding Broken Trust [Seite 333]
8.2.8.1 - Developing trust at the level of the organization [Seite 333]
8.2.8.2 - Resolving conflict and avoiding mutually assured destruction [Seite 335]
8.2.9 - Having the Courage to Let Go [Seite 336]
8.3 - Chapter 15 Coaching to Help Business Engage, Inform, and Influence [Seite 339]
8.3.1 - Understanding the Importance of Effective Communication [Seite 340]
8.3.2 - Communicating Quicker than the Speed of Conscious Thought [Seite 341]
8.3.3 - Understanding Why People Say Yes [Seite 343]
8.3.4 - If You Have the Need to Influence, You Get to Do All the Work [Seite 345]
8.3.5 - Navigating the Political Landscape [Seite 345]
8.3.6 - Ethically Influencing and Persuading for Results [Seite 348]
8.3.7 - It Takes Two to Influence [Seite 349]
8.3.7.1 - Paying attention [Seite 349]
8.3.7.2 - Listening actively [Seite 350]
8.3.7.3 - Building rapport [Seite 353]
8.3.7.4 - Choosing words that could, should, might make a difference [Seite 358]
8.3.8 - If You Aren't Getting the Desired Results, Change Your Communication [Seite 360]
9 - Part 5 The Part of Tens [Seite 365]
9.1 - Chapter 16 Ten Online Resources to Boost Coaching and Mentoring Effectiveness [Seite 367]
9.1.1 - Steve Crabb [Seite 367]
9.1.2 - Business Reading Lists [Seite 368]
9.1.3 - iTunes U [Seite 368]
9.1.4 - YouTube [Seite 369]
9.1.5 - Podcasts [Seite 370]
9.1.6 - Blogs [Seite 370]
9.1.7 - TED Talks [Seite 371]
9.1.8 - Twitter [Seite 371]
9.1.9 - Facebook [Seite 372]
9.1.10 - Videos Tied to This Book [Seite 373]
9.2 - Chapter 17 Ten Tips for Leaders Who Coach or Mentor People in Business [Seite 375]
9.2.1 - Develop Talent in Those You Lead [Seite 376]
9.2.2 - Sell More than Tell [Seite 377]
9.2.3 - Name the Elephant before Eating It [Seite 378]
9.2.4 - Get Good at Asking Questions [Seite 379]
9.2.5 - Speak in Specifics and Mind Your Language [Seite 379]
9.2.6 - Recognize the Value of Slowing Down or Shutting Up [Seite 381]
9.2.7 - Appreciate Differences to Be a Difference Maker [Seite 382]
9.2.8 - Create the Optimum Conditions to Coach at a Distance [Seite 382]
9.2.9 - Support Your People during Change [Seite 384]
9.2.10 - Educate Yourself about the Business [Seite 385]
9.3 - Chapter 18 Ten Tips for Business Leaders Hiring a Business Coach [Seite 387]
9.3.1 - Be Clear about Where You Want to End Up [Seite 388]
9.3.2 - Be Willing to Be Wrong [Seite 388]
9.3.3 - Seek Out a Different Point of View [Seite 389]
9.3.4 - Lay the Groundwork [Seite 389]
9.3.5 - Focus on Substance over Style [Seite 389]
9.3.6 - Find the Best Fit for Your Business [Seite 390]
9.3.7 - Get Stakeholder Participation [Seite 391]
9.3.8 - Avoid One-Size-Fits-All Coaching [Seite 391]
9.3.9 - Manage Your Expectations [Seite 392]
9.3.10 - Dot Your I's and Cross Your T's [Seite 392]
9.4 - Chapter 19 Ten Questions to Keep a Business on Track [Seite 393]
9.4.1 - What Would We Create If Anything Was Possible? [Seite 394]
9.4.2 - Why Are We Doing This? [Seite 395]
9.4.3 - What Would Richard Branson Do? [Seite 396]
9.4.4 - What's a Better Way? [Seite 396]
9.4.5 - Are We Still the Right People to Be Doing This? [Seite 397]
9.4.6 - Are We Busy Being Busy? [Seite 397]
9.4.7 - What Can We Do to Optimize or Streamline? [Seite 398]
9.4.8 - Are We Going in the Right Direction? [Seite 399]
9.4.9 - What Do We Need to Stop Doing? [Seite 399]
9.4.10 - Are We All Still on the Same Page? [Seite 400]
10 - Index [Seite 401]
11 - EULA [Seite 435]

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