Table of Contents

• • Chapter - 00: Introduction;
• Section - ONE: Setting up the coaching relationship;
• • Chapter - 01: The coaching process
  • Chapter - 02: Coaching assessment form;
  • Chapter - 03: Coaching brief and contracting form;
  • Chapter - 04: Coaching self-assessment questionnaire;
  • Chapter - 05: Checklist for establishing contract rules;
  • Chapter - 06: Action plan;
  • Chapter - 07: Coaching evaluation;
• Section - TWO: Foundation tools;
• • Chapter - 08: Listening model;
  • Chapter - 09: Questioning skills and techniques;
  • Chapter - 10: Feedback techniques and examples;
  • Chapter - 11: The ORACLE model;
  • Chapter - 12: Coffee-break coaching;
  • Chapter - 13: Self-coaching;
• Section - THREE: Goal setting;
• • Chapter - 14: Creating powerful intentions;
  • Chapter - 15: Goal setting;
  • Chapter - 16: Breaking down previous goals;
  • Chapter - 17: Spatial action planning;
  • Chapter - 18: Goal visualization;
  • Chapter - 19: Goal visualization script;
• Section - FOUR: Problem resolution;
• • Chapter - 20: Logical levels;
  • Chapter - 21: Positive problem solving (reframing);
  • Chapter - 22: Problem mapping;
• Section - FIVE: Values and beliefs;
• • Chapter - 23: Internal conflict negotiation;
  • Chapter - 24: Helping individuals reduce stress;
  • Chapter - 25: Changing negative thought patterns;
  • Chapter - 26: Determining values;
  • Chapter - 27: Prioritizing values;
  • Chapter - 28: Belief assessment;
• Section - SIX: Confidence strategies;
• • Chapter - 29: Reprogramming negative language;
  • Chapter - 30: Personal centre of excellence;
• Section - SEVEN: Working effectively with others;
• • Chapter - 31: Behavioural conflict resolution;
  • Chapter - 32: Analysing and resolving conflict;
  • Chapter - 33: 360-degree perspective;
• Section - EIGHT: Personal impact and influence;
• • Chapter - 34: Communication skills audit and skills inventory;
  • Chapter - 35: 360-degree feedback;
• Section - NINE: Enhancing leadership style;
• • Chapter - 36: Team climate inventory;
  • Chapter - 37: Improving the delegation process
  • Chapter - 38: Planning to delegate;
  • Chapter - 39: Prioritizing: paired comparison;
  • Chapter - 40: Prioritizing: importance–urgency grid;
• Section - TEN: Planning for the future;
• • Chapter - 41: Life events;
  • Chapter - 42: The discovery model;
  • Chapter - 43: Ideal work designer;
  • Chapter - 44: Managing my career;
• Section - ELEVEN: Developing women;
• • Chapter - 45: Identifying super powers through strengths-based portraits;
  • Chapter - 46: Reflected strengths portrait exercise;
  • Chapter - 47: Improving confidence by changing beliefs;
  • Chapter - 48: Questions to change limiting beliefs (part 1);
  • Chapter - 49: Questions to change limiting beliefs (part 2);
  • Chapter - 50: Confidence building;
  • Chapter - 51: Emotional intelligence through modelling;
  • Chapter - 52: Managing upwards;
• Section - TWELVE: Coaching during change;
• • Chapter - 53: Creating a group coaching environment;
  • Chapter - 54: Creating tools for group coaching;
  • Chapter - 55: Lean change canvas;
  • Chapter - 56: Mapping different perspectives;
  • Chapter - 57: Hot seat coaching;
• Section - THIRTEEN: Ten extra tools from our coaches;
• • Chapter - 58: Goal setting – ensuring goals are aligned;
  • Chapter - 59: Targeting what’s important;
  • Chapter - 60: Guiding others through the change journey;
  • Chapter - 61: SLOBA model for building credibility;
  • Chapter - 62: The alignment process;
  • Chapter - 63: Accountability review;
  • Chapter - 64: Breaking the gridlock;
  • Chapter - 65: Building resilience;
  • Chapter - 66: Building and using a supportive network;
  • Chapter - 67: Establishing a real purpose, meaning and value for client progress;
• Section - FOURTEEN: A manager’s guide to coaching;
• • Chapter - 68: Coaching to improve performance;
  • Chapter - 69: Coaching to retain talent;
  • Chapter - 70: Coaching people who are in conflict;
  • Chapter - 71: Coaching upwards;
  • Chapter - 72: Coaching for resistance to change: Dealing with negativity;
• Section - FIFTEEN: Building a coaching practice;
• • Chapter - 73: Your value proposition;
  • Chapter - 74: Creating coaching packages;
  • Chapter - 75: Pricing your coaching services;
  • Chapter - 76: Managing your business process;
  • Chapter - 77: Systems for delivering your coaching services;
  • Chapter - 78: Coach yourself first: A coach’s guide to self-reflection (by Mark Bisson);
  • Chapter - 79: Tools for supervision (by Mark Bisson)

About the Author

Gillian Jones is Managing Director of Emerge, an international development consultancy that specializes in leadership, organizational development and executive coaching. She is a motivational speaker, a Master Executive Coach and a champion for women's development, delivering RISE, the popular empowering women's programme, both in Europe and the Middle East. Ro Gorell is Director at Change Optimised, supporting leaders to navigate organisation-wide transformation through coaching, mentoring and change management solutions. She has extensive experience in both group and individual coaching. An accredited trainer with IC Agile she is an active member of both the Agile and Change Management global communities. Based in Australia, she is the author of Group Coaching and with Gillian Jones the co-author of How to Create a Coaching Culture, also published by Kogan Page. Her latest area of research is coaching self-organizing teams.

Reviews

"It's a paradox of coaching that great coaches have a large toolkit -- but use them sparingly. Before you can let go of reliance on tools and techniques, you must first have the abundance that gives confidence they are there, if you ever need them. This volume helps the coach on that journey."
*Professor David Clutterbuck*

"This is the go-to book for coaching practice. It gives you the full toolkit to handle most coaching situations and its accessibility will appeal to experienced practitioners as well as those just entering into coaching. With diversity and inclusion at the heart of most businesses in the 21st century, the tools for coaching women in the workplace and group coaching are both topical and invaluable."
*John Athanasiou, Director of People, HarperCollins Publishers*

"This book is a rich source of practical approaches, whether you are an experienced coach, a new coach, or a manager wanting to become even better at coaching team members."
*Angela Sabin, Principal Coach, Executive Life Coaching*

"Whether you are an experienced coach or new to coaching, this is an excellent resource full of practical tips that cover a whole variety of topics and situations. The tools can be easily adapted to different coaching situations and the tips are so useful when preparing to coach. I really appreciated the chapter on Coaching Skills for Managers - through the COVID-19 pandemic we have recognised that, more than ever, coaching is a critical leadership activity, so the tools on helping to manage productivity and retain talent will be very valuable."
*Cheryl Hathaway, Head of People and Development, Big Yellow Group PLC*

"A big welcome to Ro Gorell and Gillian Jones' fifth edition of their useful book of coaching tools. They have expanded their book to address the changing challenges of our time, including more on developing women leaders, agile change, coach supervision and organizational complexity. Not only professional coaches but all managers and leaders will find this book a valuable resource for developing others, and the wider systems they work within."
*Professor Peter Hawkins; Chairman of Renewal Associates and author of Leadership Team Coaching and Leadership Team Coaching in Practice*

"Whoever you are and whatever you want from coaching there is something in this book for you; practical tools, great insights and new areas of focus, I love it!"
*Jenny Cridland, Leadership Development Consultant, Be the Business*