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The 13-digit and 10-digit formats both work. Please try again.Please try again.Please try again. Used: Very GoodWe take pride in our accurate descriptions. Satisfaction Guaranteed.Something we hope you'll especially enjoy: FBA items qualify for FREE Shipping and Amazon Prime. Learn more about the program. In Performance Coaching, Dr Angus McLeod brings together the fundamentals of ALL the best practice in coaching and builds up from there. Unlike so many of the coaching books already on the market, this book is for coaches, not clients. Fast, accessible and clearly written, Performance Coaching is comprehensive and rich in real examples of real executives achieving real success in real-life situations. Dr Angus McLeod is a well-known and respected coach through his practice with individuals, teams and professional coaches. He is widely published in the United States and Europe on coaching and team development issues. Angus continues to influence the coaching profession through his on-line mentoring service ' Ask Max' and leadership of The Coaching Foundation, a not-for-profit organisation that offers career development opportunities to professional coaches. Then you can start reading Kindle books on your smartphone, tablet, or computer - no Kindle device required. Register a free business account It has to be currently the most accessible and valuable coaching text around' ( Will Thomas, Director Vision4Learning) 'An immensely practical aid to coaching' ( Anne Thompson, HR Director, Parity) 'Performance Coaching is an in depth overview of the whole field of coaching and mentoring. We highly recommend this book' ( James Lawley and Penny Tompkins, authors) 'The author has achieved the near-impossible - this title deserves to sit alongside the very limited number of internationally respected books on coaching' ( David Hoad, Director, The Kingsmoor Consultancy)This readable style of presentation makes the text read more like a novel, than an endless slog.
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These are issues and desires that the people who need your help are facing. By reading through, you can identify and become involved with real people. Where there is more to explain, these are posted in boxes, so you can stay with the text or story without interruption; you can come back to any deeper information when you are ready, not when an author thinks you are. All the stories, issues, goals, coaching-tools, references and names used in the stories are x-referenced to allow you easy access to anything you read earlier but now need quickly to help someone with the exact issue. This book is a wonderful way to access powerful thinking and technique, to transform the performance and well-being of others.He is widely published on coaching and team development issues around the globe. He is a Wharton Executive Coach and Faculty coach at U.Penn., and runs leadership workshops at Temple Fox School of Management and elsewhere. He is Visiting Professor of Coaching at Birmingham City University and a PhD Research Supervisor. Angus is Principal or the Coaching Foundation, having designed web-based courses with over 20,000 graduates, and Coaching apps for Leaders via Gnowbe, that are at the leading edge of learning for executives on the move.Full content visible, double tap to read brief content. Videos Help others learn more about this product by uploading a video. Upload video To calculate the overall star rating and percentage breakdown by star, we don’t use a simple average. Instead, our system considers things like how recent a review is and if the reviewer bought the item on Amazon. It also analyzes reviews to verify trustworthiness. Please try again later. Judy Barber 5.0 out of 5 stars I read it when starting out as a coach in 2003. Re-reading it I realise how much I learned that easily became second nature. In 'Performance Coaching' Angus McLeod teaches through dialogues between himself as coach and different coachees. This brings life to the techniques.
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The examples are from coaching at work, but are just as useful for freelance life coaches and others who wish to master coaching skills for professional helping conversations. You can see exactly how gentle questions enable coachees to find new understanding and confidence, and how people become able to identify practical steps. Everything Angus does as coach is explained in accompanying linguistic tips, tools and interventions, so you can easily transfer skills into your own work. Judy Barber, author of Good Question. The Art of Asking Questions to Bring About Positive Change. Coach, Clean facilitator and Workshop leaderAs a studying Coach the different techniques discussed, when used, constantly catch individuals unprepared for such dialogue. Well worth the expence for an anvancing Coach.Has been very useful. Please choose a different delivery location or purchase from another seller.Please try again. Please try your request again later. Then you can start reading Kindle books on your smartphone, tablet, or computer - no Kindle device required. Register a free business account Full content visible, double tap to read brief content. Videos Help others learn more about this product by uploading a video. Upload video To calculate the overall star rating and percentage breakdown by star, we don’t use a simple average. Instead, our system considers things like how recent a review is and if the reviewer bought the item on Amazon. It also analyzes reviews to verify trustworthiness. Please try again later. Judy Barber 5.0 out of 5 stars I read it when starting out as a coach in 2003. Re-reading it I realise how much I learned that easily became second nature. In 'Performance Coaching' Angus McLeod teaches through dialogues between himself as coach and different coachees. This brings life to the techniques.
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The examples are from coaching at work, but are just as useful for freelance life coaches and others who wish to master coaching skills for professional helping conversations. You can see exactly how gentle questions enable coachees to find new understanding and confidence, and how people become able to identify practical steps. Everything Angus does as coach is explained in accompanying linguistic tips, tools and interventions, so you can easily transfer skills into your own work. Judy Barber, author of Good Question. The Art of Asking Questions to Bring About Positive Change. Coach, Clean facilitator and Workshop leaderAs a studying Coach the different techniques discussed, when used, constantly catch individuals unprepared for such dialogue. Well worth the expence for an anvancing Coach.Has been very useful. Before now, coaching was a muddle of single-model approaches, so finding the right model to get the best results was never certain. Unlike so many of the coaching books already on the market, this book is for the coaches, not for the clients. Experienced coaches will find important tips and tools to enhance their practice, and novices will find the book a gold-mine of ideas. Be the first add your own review for this title. In Performance Coaching, Dr Angus McLeod brings together the fundamentals of ALL the best practice in coaching and builds up from there. Unlike so many of the coaching books already on the market, this book is for coaches, not clients. Fast, accessible and clearly written, Performance Coaching is comprehensive and rich in real examples of real executives achieving real success in real-life situations. Dr Angus McLeod is a well-known and respected coach through his practice with individuals, teams and professional coaches. He is widely published in the United States and Europe on coaching and team development issues.
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Angus continues to influence the coaching profession through his on-line mentoring service ' Ask Max' and leadership of The Coaching Foundation, a not-for-profit organisation that offers career development opportunities to professional coaches. His company Angus McLeod Associates trains coaching-skills for managers, leadership and management development 'learning journeys' and e-learning solutions as well as supplying 1-2-1 coaching. They also supply 'ASK MAX', the world's first e-mentoring service, a cost-effective way of getting top coaches into organizations for a whole day at a time, where they coach several people during each day. He is also Principal of the Coaching Foundation, an e-learning platform for practical learning of coaching skills. They cover both life- and executive-coaching as well as business development programmes for coaches as well. A wide range of blended-learning is offered including video-tutorials, webinars, series of small-group tutorials (online) and an e-learners community with monitoring and tutoring by professional coaches. Angus is also Visiting Professor of Coaching at Birmingham City University and a supervisor of PhD applied research in coaching and leadership. In Performance Coaching, Dr Angus McLeod brings together the fundamentals of ALL the best practice in coaching and builds up from there. Unlike so many of the coaching books already on the market, this book is for coaches, not clients. Fast, accessible and clearly written, Performance Coaching is comprehensive and rich in real examples of real executives achieving real success in real-life situations. He is widely published in the United States and Europe on coaching and team development issues.The climate has changed, and there is a new language, and skill set teachers are acquiring. He gives insights into both the language and tools of coaching in earlier chapters, then explains how coaching can be applied to organizations.
Chapter five explores methods taken from development models, and chapter six looks at some of the philosophies and methods underlying executive coaching. Readers will find various resources, and a glossary of terms. The author draws together what he sees as the best of existing coaching models and builds upon them. There is discussion of coaching pitfalls and how to avoid them in chapter 8 which might be required reading for educational institutions introducing performance coaching. Thoughtful readers in the various worlds of education will find this book stimulating for reflective thought about how the insights of this writing can be related to their professional setting. I read it when starting out as a coach in 2003. Re-reading it I realise how much I learned that easily became second nature. This brings life to the techniques. The examples are from coaching at work, but are just as useful for freelance life coaches and others who wish to master coaching skills for professional helping conversations. You can see exactly how gentle questions enable coachees to find new understanding and confidence, and how people become able to identify practical steps. Everything Angus does as coach is explained in accompanying linguistic tips, tools and interventions, so you can easily transfer skills into your own work.The book does not slavishly adhere to every NLP mantra and intelligently incorporates what NLP has to offer within the growing coaching profession Accredited Coach. Trainer in NLP. Finding the right one to suit your style has never been certain until now. The author, a well-known life coach, continues to influence the coaching profession in the US and Europe. This book is for coaches, not clients; fast, easily accessible and clearly written with many examples of real people achieving real success in real-life situations. There’s also a chapter looking at the pitfalls and how to avoid them and a further one on mentoring.
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It is well set out with a good structure ” easy to find what you want.It also examines various coaching models and outlines specific tools and interventions for use with clients. He provides practical advice on establishing coaching contracts, doing freelance and corporate coaching, group coaching and even coaching pitfalls and how to avoid them. Of late, coaching has emerged as a viable, stand-alone discipline and is currently undergoing something of a revival. Consultants and business advisers are advised to review and develop their existing coaching skills to enable the successful implementation of their recommendations to clients. A great strength of this book is the many practical examples of interaction between coaches and their clientele, using subtle transactional analysis and NLP techniques. The book provides a holistic view of the subject with the real selling point being the plain, down-to-earth language used throughout. By writing the book in the manner he has, Angus McLeod aptly and with subtlety conveys the message that coaching can be an effective and ethical instrument for change in any environment. There are a plethora of case studies throughout the book requiring coaching interventions which have come from Mcleod’s own experiences as a coach. These range from dealing with work-life balance issues to people being bullied. The scenarios make for easy reading which will benefit those still developing their coaching skills to gain more of an insight into issues before having to deal with them in real Life. My only gripe about the book is in respect of the case studies which should be indexed or referenced clearer than they actually are. This would help readers easily identify with certain situations making it a regular source of information for aspiring coaches. Silence because of the feeling it Leaves the reader with - an element of contentment at a book dealing with the subject of coaching in a simple, uncomplicated manner.
The reader is left asking questions of their own coaching style even though many are answered throughout the text. Challenge because stereotypical views of the subject are met head on simply by breaking down a difficult and complex subject by rational thinking and explanation. The content of the book provides a valuable insight into an evolving subject still trying to gain credibility in some sectors of UK business. As the reader navigates through the book, the concept of coaching becomes an achievable goal for even the most cynically minded of individuals. He walks the reader through a myriad of information and literally bulletpoints information to make it more understandable. The immense practicality of the book comes across in a number of ways from the detailed section on putting coaching into context in any type of situation to dealing with the range of soft behaviours required of a successful coaching partnership. It is like entering a memory and being able to reference parts as and when required. I also found it timeless. Due to its format you really can use this a reference when you need to look something up, remind yourself, consider options, and learn more etc. etc. It really does grow your mind to different types of coaching. It calibrates thoughts and it provokes challenge. At the end of the day this book has a real connection with business delivery and how you can make good leaders great and great leaders deliver the business! Buy it and I guarantee you will keep it by your side as you develop your style and impact on the business. Highly recommended! Like Kriss Akabusi MBE, MA I totally whole heartedly agree that Angus McLeod’s experience is evident in not only every page but in the words he uses. I would not only recommend it on my book lists but I have spoken to a colleague who is in Personnel Training and I have asked them to look at it with a view to getting it into there course book list. In this, Dr.
McLeod could hardly have rendered a better service to the world of coaching than by writing this book. The book is at once a challenge, a stimulus and incitement to readers and practitioners in the field of performance coaching. It is written in short storytelling format in which the author recounts coaching scenarios. To do so, the author draws widely on both his own “casebook” of coaching interventions in business and also his familiarity with a range of change techniques linked by a common ethos: that the power for change lies with the coachee and that the coach’s role is to elicit - rather than to own or direct - the coachee’s resources and decisions around that change. This book does the coaching profession a great service by emphasising these points, both explicitly and also through numerous examples and case studies. With each such issue, the author takes us through one or more actual scenarios with relevant extracts from the coaching interactions that took place. Coaching concepts and techniques used in each example are straightforwardly introduced and explained, along with some real nuggets of gold in the form of Linguistic Tips which powerfully illustrate how particular forms of words (as questions, observations, requests, etc) can be used by the coach to trigger change. Part 2 claims to focus on New Skills (for coachees) and Part 3 on Drivers for Change, but the examples in both sections typically bring out the drivers, the issues, and the skills and insights required to resolve them, as well as effective approaches and techniques the coach can use to enable the desired change. Part 5 is a deliberately selective review of some approaches and models that can be used to underpin coaching interactions, including Clean Language, Symbolic Modeling, Provocative Therapy and Shelle Rose Charvet’s use of conversational patterns.
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(NB A number of elements from the NLP canon, such as Dilts’ Logical levels and Time Lines, are pragmatically and appropriately introduced at various points in the book - but always in the service of the coaching relationship, not as its master). If readers pick this up in search of an encyclopaedic tome covering everything to do with coaching, or a step-by-step manual on “the” coaching process, they are likely to be disappointed. The author’s approach of illuminating effective coaching through actual examples is derived, appropriately, from a broad sweep of coachee’s issues rather than from some taxonomy of coaching methods and the more information-packed sections are wisely and usefully selective. That selectivity and the choice of topics within a section sometimes appears more idiosyncratic than logical or systematic, but is in keeping with the style of the book as a whole. In fact, Performance Coaching comes across as the author’s personal but very inclusive take on coaching, backed by considerable knowledge and experience, rather than an attempt to “cover the field”. This is more a resource book than a manual, but no less welcome and useful for that. The author himself describes it as a book “designed to be picked up and read from any page” (rather than an end-to-end read), and this is probably the best way to use the material available - look for specific points of interest or browse until something of interest meets the eye. It honours another cornerstone of good coaching practice by offering its rich content in a spirit of humility and respect for the reader, in effect saying “this is what I find useful and effective; it may be of interest and use to you also”, but without the shoulds, oughts and musts that typify “expert guidance” in handbooks in many fields. Understanding this mindset on the part of the author - one of a generous sharing of experience, information and good practice - is the key to getting the best out of this book.
If the reader looks for a blueprint or an agenda to follow, he or she will not find it (except for a broad steer on what is true to the spirit of coaching). This title deserves to sit - hopefully well-thumbed - alongside the very limited number of internationally respected books on coaching. No doubt a skilled NLP coach could have done something about my state: anchoring different emotional states, challenging limiting beliefs, and so on. Not surprisingly, in this book Angus McLoed outlines and demonstrates these techniques and others in the standard panoply of NLP. What endeared me to this work in preference to the others that I have read from the same stable are three things. The book has rather full descriptions of coaching conversations that he has participated in, so the reader gains a clear impression of the use of the technique as it is experienced by the coachee. So, he talks about communication, interpersonal conflict, stuck in a corner, influencing and so on.I find this one of the most implausible, exasperating and manipulative models employed by NLP practitioners. You can’t ask for more candid disclaimers than that! One was the wise observation the author makes about finding purpose, using journeying into the future (pp131-5). Another was the visualisation model exploring desire, belief and acceptance (pp140-1). A third was the STEPPA model (pp189-92), which offers a fuller alternative to GROW. STEPPA stands for Subject; Target objective; Emotional context to subject and target; Perception and target re-evaluation; Plan; Pace; Adapt or Act. He neatly illustrates how long questions can import the coach’s own agenda into coaching, in a fundamentally unhelpful way (pp220-3). Finally there are several helpful Appendices offering guidance for setting up -e-mentoring schemes and processes. The coaching issue centres on whether he should go for promotion or not and the case details a coaching discussion between Jon and Angus.
Summary boxes contain questioning techniques and observations regarding Jon and the coaching process. McLeod is quick to point out that external coaches provide objectivity and focus exclusively on coaching. They bring knowledge and experience from outside the organisation together with different methods and approaches. However, internal coaches by contrast may lack objectivity and offer mentoring rather than a true coaching service. They must know in advance the number and length of sessions and their timing and purpose. This helps to reduce stress, making the sessions more effective. Performance Coaching achieves exactly what its title states - it provides a handbook for managers, HR professionals and coaches. For those who are inexperienced and new to coaching, it provides an understandable and comprehensive introduction. And for those who have some experience of coaching, it details some new techniques. It’s written by an intelligent, well-researched individual who clearly values a practical approach. For anyone who wants to blend NLP skills with personal coaching, it’s a fabulous read Angus McLeod’s experience oozes out of every page. Ideal for newly qualified coaches serious about their profession. This how-to manual provides an excellent use of NLP models and skills for coaching. I like it also because it is further enhanced by integrating much of Gallwey’s Inner Game approach. The difference between the approach of training and coaching is not something we always appreciate. The author allows us to fully explore the whole array of coaching ideas starting from the basics of definition to the approach of “e mentoring”. I found examples such as “positive intention” an interesting issue to stop and consider the impact this issue can have on achieving good coaching skills. The basics of coaching issues, effecting change, coaching practice, developmental models.
Coaching tools, pitfalls and the use of modern technology allows the reader to gain a wealth of knowledge in the subject. These serve to provide excellent examples of effective coaching skills while at the same time holding the readers interest. He helps us use this acronym to explore the effective use of clarifying the subject, setting target objectives, considering the emotional context to the subject, evaluate the perception, planning, checking the coaching pace and understanding and how to adjust when required. The book certainly accomplishes its goals in an interesting and informative way. My partner, who is a coach, picked up the book and dipped in. A little later, with a potential client on the phone, she was able to use what she had read immediately, and “it worked”! The challenge the coach faces is summed up in: “The coach is invariably ” helping the coachee transfer competencies from one context of their experience to another” (p. 244). The assumption is that the coachee has within them all the resources they need, but has them contextualised in such a way that they are not currently available. Finding these resources is what coaching is all about, because once realised, the coachee knows what to do and will be able to take the next step. And as with many NLP, therapy and coaching books, there are several paradigms evinced, but no underpinning theoretical model. No matter. There is so much that is important to know, including how to organise a coaching practice, as well as what to say (or not say) to the coachee. In Chapter 8, Pitfalls and How to Avoid Them, I was pleased to find a mention of Transference and Countertransference ” terms borrowed from the psychoanalytic tradition. This topic is rarely found in NLP and Coaching books, but an understanding is essential for good practice.
The psychoanalyst, Michael Kahn (1997: 6), says that Freud noticed that “patients transfer to the therapist their attitudes, feelings, fears, and wishes from long ago,” and that Freud came to see “the transference as the therapist’s central opportunity and the fulcrum of therapeutic leverage.” Countertransference “was Freud’s term for the unconscious feelings that the patient stirred in the analyst.” NLP avoids transference and counter-transference as far as possible by engaging in brief therapy (but not so brief that transference does not occur!), working content free, not requiring case histories, and so on. Although coaching is not primarily concerned with this relationship, transference and countertransference happen regardless of your expertise or knowledge. Calling yourself a coach does not confer “immunity.’ Therefore you need to notice when the social aspects of the relationship cross the boundaries and then intervene. The emphasis on eye cues has done NLP and its coaches a disservice by highlighting a technique that is seen by many as being intrusive and manipulative” (p. 177). It is not the “ultimate guide to coaching’, because no book will ever be that. Coaching itself can be coached into becoming even better ” there is always room for improvement. Angus offers clues to what else needs to be sorted out, both in coaching and NLP. For example, on page 43 he uses the word “hope’ when talking about Future Desired States (the PS in NLP) and this suggests “more work needed here.” Angus’s book provides a clear statement of where coaching is now. And because you need to be this competent in order to go further, I recommend this book to all coaches and NLP Practitioners. Revised Edition, New York, W H Freeman. Angus McLeod’s book is brilliant and a must-read for all who have the responsibility of leading or managing other people. NLP can, therefore, be invaluable in business and in coaching because it helps us, and those we interact with, to achieve clear goals.
Angus McLeod’s book effortlessly applies a range of NLP, and other, techniques to business coaching. Easy to read and full of examples, this book is essential reading for all coaches. I also recommend it for those interested in the applications of NLP to management since it explains and illustrates many NLP tools extremely well. Indeed, I have never seen techniques such as anchoring, submodalities and logical levels better explained in a business context. Personally I would have liked more on the meta-model, and on the presuppositions of NLP, but this is a minor point. Overall this book is excellent and highly recommended for business coaches and managers alike. So says Angus McLeod in his new handbook Performance Coaching. It may be a poetic way of framing it but it is true. Coaches aren’t there to proffer advice but, rather; they should encourage coachees to explore their frame of reference; to help them find the motivation they need and, with luck, to inspire them to whatever they define as success. When a coachee makes a discovery, this breakthrough is wholly internal. Even if the coach is speaking, the contribution he makes to the realisation is insignificant. Silence enables the coachee to think and feel without being sidetracked. During such times, coachees may be exploring fresh perceptions and letting things fall into place; they may be developing new insights on current circumstances, or understanding, in a new way, the source of their motivation. In this respect the art of the coach is not to know when to be silent but to know when to break the silence. Questions. There are two main reasons why questions are used in coaching: to unlock more information for both coach and coachee and to help the coachee to explore available realities. Questions help define the boundaries of the coachee’s world-view and can also help the coachee to re-evaluate those boundaries and extend what is possible. Challenge.