Coaching that Counts: Harnessing the Power of Leadership Coaching to Deliver Strategic Value (Improving Human Performance) Review

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Coaching that Counts: Harnessing the Power of Leadership Coaching to Deliver Strategic Value (Improving Human Performance) Review"Coaching That Counts" is a must read, particularly for the experienced executive coach and/or the corporate executive managing large scale coaching and leadership development programs.
Many fine books have been written separately on the topics of executive coaching and organizational development and learning. What sets "Coaching That Counts" apart is how it expertly combines the two topics seamlessly in a clear, readable and immediately useful format.
The husband-wife team of Diana and Merrill Anderson share generously their 30 plus years of combined expertise and insights in their roles as executive coach, corporate leader and organizational researcher.
The authors are pioneers in their respective fields. Diana is a superb and gifted executive and leadership coach and one of the first Master Certified Coaches with the International Coaching Federation (ICF). Merrill has contributed foundational and pivotal research-models for measuring return on investment (ROI) impact for training and coaching initiatives.
The book is divided into two parts. The first half describes in detail a comprehensive and provocative coaching model, called "Leading With Insight". The model describes 4 coaching quadrants: Reflective, Emotional, Intuitive and Inspirational. Each key coaching quadrant is expertly described first conceptually and then through case study presentations.
The second half of the book details very useful quantitative and qualitative ROI approaches for measuring coaching impact. Additionally excellent chapters are also included focusing on key steps, considerations and insights for conceptualizing, initiating and measuring large scale organizational change-coaching programs.
Of particular interest in the Leading with Insight model is the authors' observation that most current coaching work focuses on the first 2 quadrants, which asks the questions, What do I need to do now? and What am I made of? The authors explain that most ROI impact however occurs in Quadrant III and IV, which focuses on Organizational Alignment and Original Action.They share that less than 50% of coaching relationships currently evolve beyond Quadrant II, but that 70% of return on investment derives from gains in Quadrant III and IV. This has enormous implications for future executive coaching focus and pay-off.
In summary, this book is a call to action, challenging the reader to work deeper within themselves and with their clients to achieve broader, more impactful coaching outcomes and execute more accurate and measurable Coaching ROI analysis.

Coaching that Counts: Harnessing the Power of Leadership Coaching to Deliver Strategic Value (Improving Human Performance) Overview

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Coach Anyone About Anything: How to Help People Succeed in Business and Life Review

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Coach Anyone About Anything: How to Help People Succeed in Business and Life ReviewI was a top-rated executive coach in a Fortune 100 company. But reading and applying the wisdom and knowledge contained in this book has taken me to an entirely new, more powerful level of coaching business owners and executives and helping them achieve dramatic breakthroughs in amazingly short periods of time. It's clear that these authors are master practitioners of their craft. Theirs is not an academic or psychological approach to coaching, but rather a powerful, pragmatic set of insights, experiences and applications. Whether you are thinking about coaching as a profession, or trying to improve your management and mentoring skills, this is the single best resource you can find.Coach Anyone About Anything: How to Help People Succeed in Business and Life OverviewAmong Amazon's Best 100 Business Books of 2003, this information-rich book contains 56 coaching tools & techniques to assist people in achieving their objectives. This easy-to-read guidebook shows readers how to motivate, manage and empower others to meet their business or personal goals. Whether you're a layman or a professional coach, this book will help you help others succeed. Essential reading for: CEOs making changes; managers motivating teams; Human Resources professionals; corporate trainers and coaches; entrepreneurs starting out; Consultants working with clients; parents of difficult teenagers; and anyone responsible for the success of others.

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The Differentiated Workforce: Transforming Talent into Strategic Impact Review

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The Differentiated Workforce: Transforming Talent into Strategic Impact Review
Brian Becker, Mark Huselid, and Richard Beatty shares their thoughts about how to solve the various strategic challenges that line managers now face. "Specifically, it is about making senior managers more successful at executing their strategy" by putting strategy, not people, first. "For most organizations, that success has an important talent dimension. When it comes to workforce strategy, our approach requires that line managers define success but that HR professionals deliver the solution. This requires a new perspective on workforce strategy for both." That said, the transformation they recommend requires thinking more broadly (perhaps even counter intuitively) about the respective roles of line managers, HR, and the workforce because all of them must be centrally in any change initiatives.
With regard to this book's title, Becker, Huselid, and Beatty explain that "there are four key domains that distinguish a differentiated approach from a more conventional (undifferentiated) approach to workforce management: a focus on equity instead of equality; a focus on engaging the right employees, not necessarily all employees; an emphasis on hiring choice employees, not becoming an employer of choice; and finally, a focus on earned increases (i.e. increased responsibilities and compensation." More specifically, strategic talent becomes a competitive advantage (equity), those with strategic talent fully understand how to acquire and retain customers as well as how to accelerate improvement of organizational performance (employee focus); strategic talent is retained and helps to attract and hire fewer but much better-qualified job candidates (employee of choice); and peak performers are generously (and appropriately) rewarded and remain whereas poor/mediocre performers are not rewarded and asked to vacate their strategic roles.
There at least two major reasons why workforce differentiation is so important to almost all organizations, whatever their size or nature may be. First, it can help them to achieve significant and verifiable strategic impact in their competitive marketplace. Also, it will address one of the greatest challenges now facing their senior-managers: How to get more workers positively and constructively engaged? Recent Gallup research indicates that only 29% of the U.S. workforce is positively engaged (i.e. loyal, enthusiastic, and productive) whereas 55% is passively disengaged. That is, they are going through the motions, doing only what they must, "mailing it in," coasting, etc. What about the other 16%? They are "actively disengaged" in that they are doing whatever they can to undermine their employer's efforts to succeed.
In their book, Becker, Huselid, and Beatty provide a cohesive, comprehensive, and cost-effective program by which achieve these two very important objectives, achieving significant and verifiable strategic impact in the competitive marketplace, and increasing the positive and productive engagement of workers at all levels and in all areas of operations. More specifically, they explain
1. How to put strategy, not people, first
2. How to link strategic capabilities to workforce strategy
3. How to identify and evaluate strategic positions
4. How to establish leadership accountability for workforce success (e.g. the line manager's HR role)
5. How to design architecture for the differentiated workforce
6. How to develop and apply strategic workforce measures
My repetition of the word "how" is deliberate because Becker, Huselid, and Beatty devote most of their time and attention to explaining how to implement their various recommendations. They are diehard pragmatists, with an insatiable curiosity to know what works, what doesn't, and why. Their determination to focus on real-world issues, problems, and solutions is perhaps best illustrated by the detailed and surprisingly lively case study they provide in Chapter 7 (Pages 171-231) of how th4 American Hat Association created a differentiated workforce. Obviously, it would be a fool's errand to attempt to duplicate those initiatives without appropriate modification in another organization, even one in the healthcare field. It would also be a fool's mistake to ignore the lessons to be learned from this case study.
Those who share my high regard for this brilliant book are urged to check out Becker, Huselid, and Beatty's previously published The HR Scorecard: Linking People, Strategy, and Performance and The Workforce Scorecard: Managing Human Capital To Execute Strategy as well as Enterprise Architecture As Strategy: Creating a Foundation for Business Execution co-authored by Jeanne Ross, Peter Weill, and David Robertson, James O'Toole and Edward E. Lawler III's The New American Workplace, Dean Spitzer's Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success, and Leadership Brand: Developing Customer-Focused Leaders to Drive Performance and Build Lasting Value co-authored by Dave Ulrich and Norm Smallwood.The Differentiated Workforce: Transforming Talent into Strategic Impact OverviewDo you think of your company's talent as an investment to be managed like a portfolio? You should, according to authors Becker, Huselid, and Beatty, if you're interested in strategy execution. Many companies fall into the trap of spending too much time and money on low performers, while high performers aren't getting the necessary resources, development opportunities, or rewards. In "The Differentiated Workforce", the authors expand on their previous books, "The HR Scorecard" and "The Workforce Scorecard", and recommend that you manage your workforce like a portfolio - with disproportionate investments in the jobs that create the most wealth. Based on two decades of academic research and experience working with hundreds of executives, "The Differentiated Workforce" gives you the tools to translate your talent into strategic impact.

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