Wir haben derzeit keine Zusammenfassung für diesen Artikel.

Myles Downey is recognised as one of the UK's leading coaches and is Director of Studies at The School of Coaching which he has established with The Industrial Society.

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