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Part I: Foundations for Becoming an Exceptional Executive Coach
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Part I: Foundations for Becoming an Exceptional Executive Coach
by Judy ROSEMARIN, Jeremy ROBINSON, Karen L. METZGER, Robert LEE, Michael FRISCH
Becoming an Exceptional Executive Coach
Cover Page
Title Page
Copyright Page
Contents
Acknowledgments
List of Figures
Introduction
Part I: Foundations for Becoming an Exceptional Executive Coach
Chapter 1 Your Personal Model of Coaching
Chapter 2 Executive Coach Competencies
Chapter 3 Foundations and Definitions
Part II: Topics in Executive Coaching
Chapter 4 Managing the Coaching Engagement
Chapter 5 Contracting the Coaching Process with Clients and Sponsors
Chapter 6 Sponsor and Stakeholder Involvement
Chapter 7 Building Early Relationships with Clients
Chapter 8 Goal Evolution
Chapter 9 Assessment and Information Gathering
Chapter 10 Feedback: What and How
Chapter 11 Development Planning
Chapter 12 Encouraging Dialogue and Stories
Chapter 13 Strengthening the Partnership
Chapter 14 Using the Partnership to Motivate Change
Chapter 15 Coaching for Leadership
Chapter 16 Differences
Chapter 17 Closure
Chapter 18 What Happened: Self-Reflection and Evaluation
Chapter 19 Professionalism and Responsibility
Chapter 20 The Role of the Internal Coach
Part III: Articulating the Outputs of your Personal Model
Chapter 21 Output 1: Your Approach to Executive Coaching
Chapter 22 Output 2: Your Executive Coaching Practice
Chapter 23 Output 3: Your Professional Development Plan
Chapter 24 Becoming an Exceptional Executive Coach: Amber’s Story
Exhibits
Notes
Coaching Glossary
For Further Reading
Index
About the Authors
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Chapter 1 Your Personal Model of Coaching
PART
I
FOUNDATIONS FOR
BECOMING AN EXCEPTIONAL
EXECUTIVE COACH
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