Authors: John H. Zenger and Kathleen Stinnett

Publisher: McGraw-Hill, 2010

ISBN-13: 978-0071703406, 320 pages

Managers who try to coach their employees often make wrongheaded assumptions about what their staffers think. They offer unhelpful advice about what staffers should do to improve their work, and this is exactly what coaching should not be. Human resource development hall of famer John H. Zenger and his colleague Kathleen Stinnett spell out everything for managers who haven’t a clue about coaching or how to conduct coaching sessions. getAbstract recommends discovering whether you need this helpful manual in much the same way that the authors suggest using when you conduct coaching sessions — by asking questions. Do your employees need coaching? Do you feel ready to coach? What can you do to learn more about being a coach? Would reading thoughtful information about coaching help? If so, this is the book for you.

Coaching: A win-win for employees and companies

Coaching helps employees develop at work, grow professionally and become more self-reliant. It increases their accountability and makes them feel valued. Coaching helps companies by building employee engagement, reducing turnover, motivating people to work harder, and strengthening the bonds between managers and staff.

Coaching encourages employee behavior that is good for business, like being innovative, thinking strategically, taking chances and exercising critical thinking. Through coaching, workers learn to seize the initiative and become accountable. Coaching offers 10 significant benefits:

1. “Giving new meaning to work” – The coaching experience signals to employees that their company and their supervisors value them, want them to do well and will take active steps to help them succeed.

2. “Engaged and committed employees” – Coaching occurs one-on-one. Employees appreciate the time their managers take to help and support them. This makes staffers more enthusiastic about work and more secure about their place in the firm.

3. “Higher productivity” – Coaching gives workers focus, shows them that their managers are paying close attention to their productivity and helps them set up efficient routines.

4. “Stronger culture” – The way people treat one another and the level of mutual respect among colleagues up and down the command chain shape an organization’s corporate culture. Coaching demonstrates that higher-ups want to help the company’s employees advance.

5. “Strengthened bonds between supervisor and employee” – Coaching sessions bring managers and employees together.

6. “Healthier individuals” – Coaching boosts employees’ self-esteem and morale.

7. “Resilience” – Coaching helps workers become more self-sufficient and better able to bounce back from problems.

8. “Heightened creativity” – During coaching, employees find their own solutions to improving their work lives. This creative activity fuels positive self-discovery.

9. “Increased risk taking and exploring” – Coaching motivates employees to investigate new pathways for achieving their goals.

10. “Mind-set of an owner versus a hired hand” – Employees are adults, so they naturally rebel against bosses telling them what to do, how to do it and when to do it. Coaching enables employees to accept responsibility for their own activities. Through coaching, employees take ownership of their jobs…

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