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• Cover
• Introduction
• About This Book
• Foolish Assumptions
• Icons Used in This Book
• Beyond the Book
• Where to Go from Here
• Part 1: Getting Started with Business Coaching and Mentoring
• Chapter 1: Navigating the World of Coaching and Mentoring
• Spotlighting the Business Benefits of Coaching and Mentoring
• Defining Coaching and Mentoring
• Distinguishing Business Coaching from Other Types of Coaching
• Equipping Yourself to Help Other People in the Business Context
• Being on the Other Side as Coachee or Mentee
• Understanding Professional Requirements
• Chapter 2: Making the Case for Coaching and Mentoring
• Taking the Role of Educator
• Valuing Third-Party Observation in Business
• Identifying the Client’s Return on Investment
• Stretching the Budget
• Adding Value by Training Leaders in Coaching and Mentoring Skills
• Chapter 3: Developing the Skills and Knowledge Base of a Coach and Mentor
• The Differences between Coaching and Mentoring
• Coaching and Mentoring Skills
• Structuring a Client Session
• Using Models in Coaching and Mentoring
• Working in Particular Circumstances
• Chapter 4: Assessing Clients’ Needs before Coaching
• Creating Programs to Deliver Coaching and Mentoring in Organizations
• Coaching Wannabe Business Owners and Startups
• Helping the Family-Owned Business Survive and Thrive
• Developing “Intrapreneurs” within Organizations
• Working with the Socially Oriented Business
• Part 2: Developing the Business Leader’s Mind-Set
• Chapter 5: Managing the Inner World of Thoughts and Emotions
• Understanding How Humans Think
• Choosing the Most Appropriate State in the Moment
• Changing Internal Self-Talk
• Making Mind Pictures That Matter
• Changing the Internal World by External Means
• Chapter 6: Helping Leaders Recognize Why “I Did It My Way” Isn’t the Best Epitaph
• Recognizing That Inflexibility Sometimes Leads to Extinction
• Being Willing to Ask for Help When Out of Your Depth
• Deploying the Right Thinking to the Right Problem
• Developing Alternative Perspectives
• Chapter 7: Coaching Clients through Their Blind Spots
• Preframing the Coaching Conversation
• Breaking Down Common Barriers
• Dealing with Roles and Perceptions That Contribute to Blindness
• Defusing Dramas That Impede Clear Vision
• Shining a Light on Incongruency
• Part 3: Coaching and Mentoring to Get a Business on the Right Track
• Chapter 8: Telling a Compelling Story in Business
• Understanding the Value of the Business Story
• Helping the Client Create the Basic Story
• Distinguishing Fact from Opinion
• Giving Feedback on the Business Story
• Chapter 9: Helping Clients to Assess Their Own Businesses Objectively
• Testing the Foundations of the Business
• Applying Strategic Thinking
• Making the Complicated Simple
• Determining Where the Best Mentoring Work Begins and Ends
• Developing Trust and Honest Appraisal through Feedback
• Learning from the Spectacular Success of Others
• Mentoring inside a Small Organization
• Chapter 10: Developing Vision, Mission, and Values
• Aligning Who You Are with the Business You’re In
• Revealing What’s Really Important
• Helping a Business Create Operating Values
• Designing an Inspiring Vision with the Logical Levels Model
• Communicating the Vision
• Examples of Mission and Vision Statements
• Chapter 11: Transforming Visions into Workable Plans
• Creating a Plan Fit for Purpose
• Resourcing the Plan
• Actioning and Reviewing the Plan
• Chapter 12: Mentoring for Personal Success and Empowering Leadership
• Being a Great Leadership Mentor
• Challenging the Delusions of What It Means to Be Successful
• Exploring the True Nature of Success
• Dealing with the “I Should” Traps of Success
• Identifying the Common Qualities of Great Leaders
• Allowing Others to Lead While You Follow
• Part 4: Creating a Successful Business Identity with the Support of a Coach
• Chapter 13: Developing the Brand of You
• Enter Personal Branding
• Defining How Brands Work When They Work Well
• Building a Brand on Purpose
• Looking in the Mirror of Self-Critique
• Presenting Yourself with Style and Substance
• Recognizing When Incongruence Strikes
• Valuing What You Have to Offer
• Promoting Yourself with Shameless Humility
• Lighting Up the Room When You Walk In, Not When You Walk Out
• Leaving a Legacy Footprint
• Chapter 14: Developing Relationships at All Levels
• Establishing a Successful Relationship with Yourself
• Establishing the Baseline
• Working on Yourself
• Maintaining Client Relationships
• Managing Stakeholder and Sponsor Relationships
• Building Synergistic Collaboration
• Networking Is a Deposit in the Karmic Bank
• Building Trust and Rebuilding Broken Trust
• Having the Courage to Let Go
• Chapter 15: Coaching to Help Business Engage, Inform, and Influence
• Understanding the Importance of Effective Communication
• Communicating Quicker than the Speed of Conscious Thought
• Understanding Why People Say Yes
• If You Have the Need to Influence, You Get to Do All the Work
• Navigating the Political Landscape
• Ethically Influencing and Persuading for Results
• It Takes Two to Influence
• If You Aren’t Getting the Desired Results, Change Your Communication
• Part 5: The Part of Tens
• Chapter 16: Ten Online Resources to Boost Coaching and Mentoring Effectiveness
• Steve Crabb
• Business Reading Lists
• iTunes U
• YouTube
• Podcasts
• Blogs
• TED Talks
• Twitter
• Facebook
• Videos Tied to This Book
• Chapter 17: Ten Tips for Leaders Who Coach or Mentor People in Business
• Develop Talent in Those You Lead
• Sell More than Tell
• Name the Elephant before Eating It
• Get Good at Asking Questions
• Speak in Specifics and Mind Your Language
• Recognize the Value of Slowing Down or Shutting Up
• Appreciate Differences to Be a Difference Maker
• Create the Optimum Conditions to Coach at a Distance
• Support Your People during Change
• Educate Yourself about the Business
• Chapter 18: Ten Tips for Business Leaders Hiring a Business Coach
• Be Clear about Where You Want to End Up
• Be Willing to Be Wrong
• Seek Out a Different Point of View
• Lay the Groundwork
• Focus on Substance over Style
• Find the Best Fit for Your Business
• Get Stakeholder Participation
• Avoid One-Size-Fits-All Coaching
• Manage Your Expectations
• Dot Your I’s and Cross Your T’s
• Chapter 19: Ten Questions to Keep a Business on Track
• What Would We Create If Anything Was Possible?
• Why Are We Doing This?
• What Would Richard Branson Do?
• What’s a Better Way?
• Are We Still the Right People to Be Doing This?
• Are We Busy Being Busy?
• What Can We Do to Optimize or Streamline?
• Are We Going in the Right Direction?
• What Do We Need to Stop Doing?
• Are We All Still on the Same Page?
• About the Authors
• Advertisement Page
• Connect with Dummies
• End User License Agreement