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E-grāmata: Performance Coaching Skills for Social Work

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Performance Coaching Skills for Social WorkPalielināt
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This book will help health and social care managers develop their coaching skills This book will help health and social care managers develop their coaching skills in order to support their teams. Within health and social care settings, high levels of sustained performance from individuals, teams, organisations and multi-agency collaborations are required. In order to achieve this, both management and leadership have to take a clear and defined role. This book looks at the how to of performance coaching - from establishing objectives, determining frameworks, processes and systems, to monitoring and taking corrective action as necessary. Coaching in its various forms offers a means by which those involved in public service can be supported and challenged to perform.
List of figures
viii
List of tables
ix
List of activities
x
Foreword xi
About the authors xii
1 Introduction
1(2)
2 Context
3(6)
Shifting landscape
3(1)
Performance and the case for performance leadership
4(2)
Understanding the context for your performance
6(2)
Performance, leadership and coaching
8(1)
3 Leadership and performance coaching
9(4)
Self-leadership
9(1)
The authentic leader
10(1)
What about professional leadership?
11(2)
4 Introduction to performance
13(13)
Performance defined
13(1)
The pressure to perform
14(2)
Benefits of performance management
16(1)
Basic performance terminology
16(1)
Good performance information
16(2)
Performance improvement
18(3)
Organisational integration
21(1)
Top down or bottom up?
21(2)
Developing and using performance measures
23(1)
Importance of performance leadership
24(2)
5 Introduction to performance coaching
26(7)
A brief history of coaching
26(1)
Coaching defined and explored
27(3)
Why coaching?
30(2)
When to coach
32(1)
6 The coaching process
33(14)
Starting with `self'
33(1)
Key stages
34(4)
Principles of coaching
38(2)
Models of coaching
40(7)
7 Communication and coaching skills
47(12)
Questions
47(6)
Listening
53(2)
Presence and attention
55(1)
Intuition
55(1)
Trust and openness
56(1)
Putting it together
56(3)
8 Performing organisations
59(7)
High performing organisations
59(1)
High performance cultures
60(2)
Coaching cultures
62(4)
9 Team coaching
66(14)
Groups and teams
66(1)
Team performance
67(2)
Team coaching
69(1)
Team coaching or facilitation?
69(1)
Coaching issues
70(1)
Factors to consider when coaching teams
71(3)
Useful ideas
74(6)
10 Coaching and change
80(10)
Definition and types of change
80(1)
Useful ideas and models
81(7)
Factors to consider when coaching change
88(2)
11 Motivation and coaching
90(7)
Achieving emotional commitment for change
90(1)
Words that motivate
91(3)
The power of beliefs
94(1)
Enhancing motivation - additional factors to consider
94(1)
The special case of Generation Y
95(2)
12 Feedback
97(7)
Providing effective feedback
97(4)
Receiving feedback
101(1)
Feedback assessment
102(1)
Tracking progress
103(1)
13 Difficult conversations
104(7)
Introducing difficult conversations
104(1)
Three conversations
104(1)
The three conversations revisited
105(1)
Learning conversations
106(1)
Putting it all together
107(1)
Typical difficult conversations
107(4)
14 Remaining resourceful and developing practice
111(8)
Common `coaching traps'
111(1)
Managing state
112(1)
Continuing professional development and coaching
113(1)
Tools and techniques
114(5)
Appendices
119(16)
1 Further definitions of coaching
119(1)
2 Johari Window exercise
120(1)
3 GROW model - some example questions to ask
121(3)
4 Enhancing motivation
124(2)
5 Real-life examples
126(4)
6 Molden's Orange Circle Thinking
130(1)
7 Edward de Bono's Six Thinking Hats
131(1)
8 Neurological levels
132(1)
9 Time to think
133(1)
10 The wheel of life
134(1)
References 135(5)
Index 140
Jane Holroyd MBE has over 25 years experience in the development and delivery of services within the NHS. She was awarded an MBE for her achievements and services to nursing and critical care. Seconded to the Leadership Centre, where she was responsible for Medical and Nurse Director Leadership programmes and associated links with Europe, she was the author of Improving Personal and Organisational Performance in Social Work and the co-author of Performance Coaching Skills for Social Work. She specialises in leadership and organisational development and is a public sector coach.  Richard Field is a qualified accountant, executive coach and a visiting fellow at Bournemouth University. Richard has worked for the Office for Public Management on a number of highly successful leadership programmes and for Bournemouth University he teaches strategic management and commissioning. Currently Richard is a freelance development specialist working with individual leaders, leadership teams, Clinical Commissioning Groups and Health and Wellbeing Boards.
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