Coaching Skills for Nonprofit Managers and Leaders: Developing People to Achieve Your Mission

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John Wiley & Sons, Dec 4, 2009 - Business & Economics - 336 pages
The only nonprofit orientation to coaching skills available, Coaching Skills for Nonprofit Leaders will provide nonprofit managers with an understanding of why and how to coach, how to initiate coaching in specific situations, how to make coaching really work, and how to refine coaching for long-term success.

Coaching Skills for Nonprofit Leaders offers practical steps for coaching leaders to greatness and complements the academic and theoretical work in nonprofit leadership theory. The book can be used by the coaching novice as a thorough topical overview or by those more experienced with coaching as a quick reference or refresher.

Based on the Inquiry Based Coaching? approach, Coaching Skills will strengthen and expand the reader?s ability to drive organization mission, while retaining the intrinsic values of the nonprofit culture and working towards outcomes that create a culture of discipline and accountability and empower others to be even more responsible, accountable, and self-motivated. This book uses accessible language, examples, case studies, key questions, and exercises to help:
  • Promote better relationships
  • Know when to delegate, direct and coach.
  • Balance directive and supportive styles of leadership for productive partnerships
  • Overcome fears and deal head-on with difficult situations and conflict.
  • Use coaching for performance improvement and on-the-job development.
  • Support independent thinking and personal reflection
  • Gain commitment and accountability from others and build teams
 

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Contents

ONE What Coaching Can Bring to Your Role
1
Using the Coaching Approach to Manage Others
10
1 Traditional Supervisory Manager Versus Coaching Manager
11
How Coaching Differs from Other Ways of Developing Staff
16
3 Coaching Model
22
TWO Foundational Coaching Skills
23
1 Silent Listening Exercise
36
Inquiring the Skill of Inquiry
39
FOUR The Coaching MindSet
121
MindSet
122
Managing Needs
130
4 Keeping a Focus on Organizational Mission
133
Staying Connected
139
1 Using And Instead of But
144
A Word About Confidentiality
149
Coaching When the Manager Sets the Focus
158

3 OpenEnded Questions Continuum
44
4 ClosedEnded Questions Continuum
51
2 Inquiry SelfAssessment
57
Giving Feedback
58
3 Practice Observing
63
3 Appreciative Feedback Preparation
71
4 Developmental Feedback Preparation
77
Sharing
82
THREE The Coaching Framework
91
Framework
92
2 The Process of Clarifying Funnel
98
FOUR
108
1 Is This Person Ready for Coaching?
159
More Opportunities to Coach
167
Coaching and SelfManagement
190
Coaching Top Performers
228
Developing a Coaching Culture
237
1 Coaching Culture
240
Conclusion
248
Coaching Manager SelfAssessment
249
Practicing Culturally Aware Coaching
275
References
288
Copyright

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About the author (2009)

Judith Wilson is one of only six hundred International Coach Federation–master certified coaches. She regularly provides leadership coaching and training globally.

Michelle Gislason is a senior project director at CompassPoint Nonprofit Services and a certified organizational coach.

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