Establishing a high level of trust within the coaching relationship is one of the key success factors. In the book, the authors insist that trust is created, that it is a dynamic element, which implies personal commitment. They argue that trust is first and foremost a problem of commitment and maintaining one's commitments, that it is not a problem of trust but rather an inability to maintain one's commitments at the heart of a relationship that is by nature dynamic.
In this book, the authors point out that emotional intelligence is a set of emotional and social skills. It is our ability to objectively assess our strengths, as well as to be open to examining and questioning our limitations, mistaken assumptions, unrecognized biases, and myopic or self-destructive beliefs. Emotional intelligence also encompasses our ability to read the political and social environment; to understand what others want and need, their strengths and weaknesses; to avoid being overwhelmed by stress; and to be engaging and the kind of person others want to be with.
Noting that the complexity of the world is growing exponentially, the author, Honorary Professor at MIT, proposes a relational vision of leadership. Leadership would first and foremost be a process of learning, sharing and managing new and better tasks in the dynamic interpersonal and group processes that increasingly characterize today's organizations. According to the author, leadership is always a relationship that develops particularly effectively within a culture that values openness and trust.
In this book, the author proposes a method for creating the conditions for individual and collective reflection. This method is based on the following 10 principles: respectful listening, incisive questioning, an egalitarian process, recognition of each person's qualities, deceleration, a collaborative approach, permission to express emotions in order to restore reflection, and so on.
Coming from the world of professional sport coaching, Timothy Gallwey transposes in this book his coaching method to the business world. His method is based on the following three axes:
1. Awareness: Developing one's level of awareness allows one to know the current situation, the starting point, with clarity.
2. Choice: Choosing allows you to commit to a desired direction for the future.
3. Trust: Trust in one's own resources makes it possible to commit oneself.
In this book, the author, an honorary professor at INSEAD, argues that successful leadership requires behaviour that is very different from the conventional leadership tradition. It requires leaders who speak to the collective imagination, who co-opt them to participate in the business trip; leaders who are able to motivate people to become fully engaged and to make that extra effort. It's about understanding the behaviour of individuals and organizations, building relationships, creating commitment, and adapting behaviour to lead in a creative and motivating way.
The author, Sir John Whitmore, often considered one of the fathers of modern coaching, details his GROW coaching model. According to the author, coaching is more than a skill or technique for individual and collective development. Integrated into the process of communication and relationship building, coaching offers practical and common sense approaches to developing people and services, and is a powerful way to unleash potential and create high performance. Most importantly, it puts people at the top of the agenda, in action and not just in words, and is an essential leadership style for the high-performing culture of the future.
In this book, the author, an honorary professor at INSEAD, reminds us that life in an organization is above all a social adventure, and that leadership is a team game. Like hedgehogs, it is a matter of finding the right distance or proximity with the other elements of the organization in order to achieve a high level of performance. Too much proximity and too much distance will often alter the quality of relationships within a team. Allowing everyone to find the right measure is one of the roles of the team leader.
In this book, the author, a professor at the London Business School, puts forward the idea that it is better to test an idea by acting than to get lost in a long introspection. Acting and learning by doing increases what the author calls the external view - the valuable external perspective that is gained through direct experience and experimentation. As opposed to insight, external vision helps to change the way we think as leaders.
The author explains why it is not only our abiliti