Unlocking Potential

7 Coaching Skills That Transform Individuals, Teams, and Organizations

De: Michael K. Simpson, Dr. Dr. Marshall Goldsmith - foreword

Narrado por: Mel Foster, Michael K. Simpson

Duración: 4 h y 6 m

Resumen del Editor

To get the best from your employees, you need to be more than a manager. You need to be a coach.

You're a leader because you possess expertise in your field. You have the training and experience. You understand your business - but can you fully motivate and engage your team?

Michael K. Simpson, a senior consultant to Franklin Covey, has spent more than twenty-five years training executives to become effective coaches, mentoring and guiding leaders and managers to encourage and develop the talent of their people - the most important asset in any organization. In this guide, you will acquire the skills to coach your personnel from the ground up, maximizing their potential on a personal level, as members of the team, and as contributors to the organization as a whole.

Transform your business relationships (and your business) with this comprehensive tool for optimizing productivity, profitability, loyalty, and customer focus. Don't just manage. Energize. Galvanize. Inspire. Be a coach.

©2014 Michael Simpson (P)2014 Brilliance Audio, all rights reserved.

Great book on Coaching.

Has great talking points not just for coaching but for interacting with friends and family. A book that can easliy be used as a guide to improve how people respond to you.

Clear but too clear

It would have been better if more examples from stories where the information was applied were offered. But the information has a good structure and enough practiceing examples are offered

leading groups

I enjoyed most of the book.thabks for the effort. I dont like being forced to submit a ceetain number if words.

Good info worth noting

I'll probably have to listen to this again. But it was well worth my time and I enjoyed it. The performance was very good and it provokes food for thought if you are in an environment that is not quite adopting these principles just yet. It provides a vision of how things definitely can be better.

Good only for corporate leadership

Good for corporate leadership, not quite leadership outside of that. Good subject and content though

Great book

Very practical guide for coaches and consultants. Would recommend the print or kindle with the audio version.

Insightful, I've implemented these practices

This book was very insightful and the information is extremely helpful. I highly recommend this book! All leaders/ managers should read this and become a coach to their department and organization. Read it/ listen to it.

Excellent insights

Excellent theory from basic insights to practical applications, especially for corporate environment. I appreciated the blended approaches, not being stuck on one theory as well as emphasis on integrity, character, and holistic view of success.

Very practical guide

Easy to relate to any business and practical.
i started using the ideas immediately. everyone is better than the next.

Another management book

I give this 3.5 stars. The 4 principles of coaching are:
- Trust: trust others and be trustworthy
- Potential: find out what the individuals need and help them grow
- Commitment: help individuals develop a sense of purpose
- Execution: help individuals discover their desired destination to execute worthwhile goals

The section for the 7 coaching skills provide actions for implementing the above principles (like how to develop trust, how to give feedback, how to seek strategic clarity, and how to execute flawlessly). The advice in this book isn't much different from a management book. Becoming an effective manager is about understanding each individual in the team, managing/developing those individuals based on their unique needs, and leading the team to accomplish a shared goal. The only new insight is helping individuals in the middle improve their performance to have a larger impact on long-term success. If a manager focus on top performers and they leave the company, it will create a huge talent gap. If a manager focuses on weak performers to bring them up to a minimum quality level, then the other team members who could be adding more value are not receiving the guidance and attention to make that happen.