By Laura Whitworth, Henry Kinsey-House, Phil Sandahl, John Whitmore
With the 1st version of Co-Active training, Laura Whitworth and her pioneering co-authors set the level for what has turn into a cultural and company phenomenon, and helped release the pro perform of training. Their versatile Co-Active training version has stood the attempt of time as a transformative communique technique that co-workers and teammates, managers, lecturers, and scholars can use to construct robust and collaborative relationships. during this re-creation, the authors mirror present day fact of the way training has moved past its preliminary specialize in lifestyles abilities to develop into a vital part of an organization's toolkit for constructing leaders. Already used because the definitive source in dozens of company improvement courses, Co-Active training has been up-to-date to incorporate the most recent terminology and numerous clean training examples drawn from the authors' firsthand reviews with hundreds of thousands of foreign training trainees and consumers. The power-packed Coach's Toolkit has been increased to incorporate greater than 35 workouts, questionnaires, checklists, and reproducible varieties. And a CD containing pattern audio training periods, and printable types from the Toolkit, were extra to make those confirmed ideas and methods practical.ContentsAbout the CDPrefaceAcknowledgmentsIntroductionPart I: Co-Active training Fundamentals1 The Co-Active training Model2 The Co-Active training RelationshipPart II: Co-Active training Contexts3 Listening4 Intuition5 Curiosity6 ahead and Deepen7 Self-ManagementPart III: Co-Active training rules and Practices8 buyer Fulfillment9 patron Balance10 patron Process11 Integration, software, and VisionThe Coach's ToolkitAppendix A: Organizational impression of Co-Active CoachingAppendix B: training the staff, the association, or the RelationshipAppendix C: Ethics and the pro CoachGlossaryAbout the AuthorsIndex
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Extra info for Co-Active Coaching: New Skills for Coaching People Toward Success in Work and, Life
Sometimes it looks frantic; sometimes it looks graceful. Because coaching is effective at achieving results, both clients and coaches can get drawn into the “results” trap—focusing entirely on the destination and losing sight of the flow of the journey. In fact, process is often compared to a river. As life flows, there will be fast periods of onrushing, white-water progress as well as days of calm, steady currents. But there will also be times of drifting, being stuck in job eddies and relationship whirlpools, and backsliding into treacherous swamps.
The designed alliance surrounds the coach and client in the co-active coaching model (see Figure 1, p. 7) and represents the container within which coach and client do their work. The form of the design will be different for different coaches and unique to each coach-client relationship. The conversation that creates the design focuses on the assumptions and expectations of coach and client. The purpose of this intentional conversation is to clarify the process and expected outcomes and provide a forum for negotiating the design of a relationship that is as powerful as possible for both client and coach.
Some coaches and clients prefer in-person coaching, whether at the client’s site, at the coach’s office, or off-site. Coaches may contract with clients for a fixed period of time, such as three months, six months, or a year. Other coaches establish ongoing, open-ended relationships with clients. Coaching takes place in paneled board rooms, inner-city homes, and mountain retreats. T H E CO - AC T I V E COAC H I N G R E L AT I O N S H I P | Within that framework, coaches bring their coaching training and experience and a wide variety of tools and assessment instruments (see the Coach’s Toolkit for examples).