Team Coaching Pocketbook

Many if not most teams in the modern workplace fall well short of harnessing their collective capability, maintains Erik de Haan, resulting in loss of performance and poor results. For the author of the Team Coaching Pocketbook and director of the Ashridge Centre for Coaching, this is a depressing thought yet he's quick to point out that poor performance is readily managed if team members are minded to reflect intelligently on how they operate and have the skills to do so. "This is where team coaching can be beneficial", says de Haan. "It helps teams think through what they are doing and why, how they can integrate individual skill sets and how they can innovate." Written by an expert in his field, this is a practical, insightful guide to team coaching which will benefit both coaching specialists and team leaders

Many if not most teams in the modern workplace fall well short of harnessing their collective capability, maintains Erik de Haan, resulting in loss of performance and poor results. For the author of the Team Coaching Pocketbook and director of the Ashridge Centre for Coaching, this is a depressing thought yet he's quick to point out that poor performance is readily managed if team members are minded to reflect intelligently on how they operate and have the skills to do so. "This is where team coaching can be beneficial", says de Haan. "It helps teams think through what they are doing and why, how they can integrate individual skill sets and how they can innovate." Written by an expert in his field, this is a practical, insightful guide to team coaching which will benefit both coaching specialists and team leaders.

Coaching is aimed at improving performance at work. This is done by turning the activities people do into learning situations, in a planned way and under guidance. The Coaching Pocketbook defines the coach's role and explains how coaching differs from the other 'helping skills' of advising, instructing, counselling and mentoring. There are four key stages to coaching, namely assessing current performance levels, setting outcomes for learning, agreeing tactics/initiating action, and giving feedback. The author explains each stage and then moves on to summarise the various skills required. Next, the opportunities for coaching and the potential pitfalls are highlighted. A checklist and a case study end the Pocketbook on a practical note. "Encapsulated my belief in the potential of people and showed me how to translate this into appropriate action" "For UK plc to win a global marketplace it is essential for managers and leaders to understand learning and to develop coaching skills. This pocketbook provides a very readable insight into understanding the challenge." "An amazing amount of ground has been covered in this little book - it unravels a complex subject in a very practical and easy to understand format."

The Teamworking Pocketbook has long been at the heart of the successful Management Pocketbooks Series. Now in its third edition, this popular title looks at the differences between groups and teams and between teambuilding and teamworking, the types of problems preventing teams from being effective, and offers plenty of practical advice for countering such difficulties. Leadership, conflict management and understanding group behaviour are among the many subjects covered in this illustrated 'hands-on' guide.Also available in the series: Teambuilding Activities Pocketbook, Team Coaching Pocketbook

Central to the Advanced Coaching Pocketbook is SPACE, a 5-step model enabling coaches to reflect on and assess their own approach to coaching, and deepen their awareness of the coaching process. HR and OD professionals wanting to create a coaching culture will also find the tips and tools beneficial. Each step of the model is described in a separate chapter, and for each step the author recommends appropriate tools designed to put the theory firmly into practice. Exercises and graphic devices help to embed the understanding. SPACE was tested by practitioners across the UK and further afield. How they applied the model in practice was subsequently surveyed and their responses used to inform the model and its description in this pocketbook. "The survey results give real insight into the different aspects of coaching", an enthusiastic Lynne Walley declares.

Building teams that are united, motivated and productive is the aim of this collection of practical, easy-to-use activities. They are for use by managers at team meetings and briefings, and for trainers running teambuilding workshops. The lively and persuasive activities are the work of Paul Tizzard who has already established his credentials as a creative developer of training materials with the publication of The Icebreakers Pocketbook and The Openers & Closers Pocketbook, both popular titles in the Management Pocketbook Series. The activities in The Teambuilding Activities Pocketbook are grouped according to their suitability for different stages of team development. From new teams to established teams there is a range of applicable activities to choose from. There are those too that address specific team issues. To help readers identify which activities they need to draw on, there is a questionnaire that will identify at what stage their own team has reached. Also dealt with in the book are facilitation, presentation and coaching skills. Reviewing the book in 'Training Journal' shortly after its publication, Matt Somers wrote: 'I would recommend that anyone who interacts with teams buys a copy and keeps it handy.'

Performance Management is about getting results, getting the best from people and helping them to achieve their potential. Employee engagement has an important role to play in this, it is about the emotional commitment to the organisation and its goals. In this second edition of the Performance Management Pocketbook, readers will find plenty of tips and techniques to enhance their performance in the following areas: leading others to achieve results; understanding the impact of their own style; engaging and motivating others; creating high performance teams; setting clear objectives; managing performance difficulties and coaching and delegating effectively. The book contains illustrative case studies and each chapter has a helpful review and actions section. The author Pam Jones is a member of the Ashridge Business School open programme management team. Her responsibilities cover a suite of programmes encompassing performance management, influencing and general management skills. "In an ever-demanding and competitive world, OK and average simply aren't enough - performance matters. If you want to get the best out of your people, then this book is packed with advice and ideas on how to do that." Lydia Hatley, Leadership Change Manager, Argos "Very useful - a practical and comprehensive guide for all leaders who truly value their team." Claire Dobbs, Managing Director, Havas Life London.