Author Archives: coachfac

Coach Approach to Leadership – Conversations for Success

Posted on August 16, 2011 by coachfac

Conversations for success – I have used this presentation several times when talking to leaders about the nature and benefits of a ‘coach approach’ – also includes tips, behaviours and approaches that work. Coach Approach to Leadership. Related Posts How … Continue reading →

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The Manager as Coach

Posted on May 5, 2011 by coachfac

THE MANAGER AS COACH An Introduction to Coaching by RICHARD FOX Preface Coaching and being coached are essential activities for 21st century business leaders and managers.  In an environment of uncertainty, intense competition and globalisation of markets, innovation, creativity and … Continue reading →

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Coaching to Manage Performance and Employee Engagement

Posted on April 7, 2011 by coachfac

50% of managers fail to mange poor performance, a recent survey said.  Should we just get rid of those poor performers and hire more talented people?  Oh that we had the luxury … and of course getting rid  of poor … Continue reading →

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Preparation for personal coaching

Posted on March 19, 2011 by coachfac

Before starting a series of coaching sessions it’s useful to reflect and prepare what you want to get from your coaching investment.  Some useful questions are below, click to see full size: Related Posts Coaching Gurus – Who do you … Continue reading →

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Building a Coaching Culture

Posted on January 23, 2011 by coachfac

I often get asked about how to build a coaching culture in an organization. Lots of work is one answer, and it starts with getting clear about what you want to see at the end, (doesn’t everything!). The map below … Continue reading →

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Building and applying real coaching skills in managers and leaders

Posted on January 12, 2011 by coachfac

For managers implementing the ‘coach approach’ in their everyday busy business life. The approach and effective conversations of a ‘leader / coach’ are often very different to what they learned in the past, not least because it demands a shift from the problem solving behaviours that so many managers have found successful, and have been rewarded for in their organisations. Continue reading →

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