Coaching for Performance: GROWing Human Potential and Purpose – The Principles and Practice of Coaching and Leadership, 4th Edition

I have not yet read this book; nonetheless, it comes highly recommended by a colleague whose opinion I value and respect.
Rating: 5 / 5

On the cover this book says it’s in its “Fourth Edition.” I was a bit amazed, therefore, to find a number of editorial errors in the text: “would that we could be so proud when our staff do the same!” (p. 18); “Would it were that simple of course.” (p. 30); “…we should do differently in future.” (p.102); “…watch the rev counter…” (which may be British for tachometer)(p. 102); “…rather than trying to change gear smoothly.” (p. 103); etc.

And, there are a few sentences that simply befuddle: “In the previous chapter it became clear that it is questions that best generate awareness and responsibility.” This sentence may befuddle. I might suggest something like “What should have become clear in the previous chapter is questions best generate awareness and responsibility.” The use of “it’s” without antecedents, throughout the book, can befuddle the reader. Most of us just read over them, but then meaning may be lost as we’re not really focused on the point of the sentence.

In addition there were a couple of points I just struggled with. With all the great, real-life work-related experiences, why do we go through the “MIKE/JOE” scenario? I quit reading “MIKE/JOE” after about the second example. Just simply wasn’t relevant enough or insightful enough.

The book screams for an index and there is none. I seem to remember the author taking off on Human Resources a bit, which was odd, although I can understand the points of contention, but, as I remember, the author was alluding to “the paper trail” HR requires and…I needed an index to find this as I’ve read several of these books recently and I didn’t highlight this distraction and there wasn’t an index to find the reference to Human Resources, so my apologies if this comes from a different work. An index would be beneficial.

I’m also not a big proponent of this whole idea of work causing stress. Stress is caused by our response to situations. “Work related stress is said to be reaching epidemic levels.” (p. 31) Okay, but… I think we need to simply be a bit more careful with these sorts of statements, even if we find a survey to support them.

I think, too, less of “tennis” and “rowing” (which there’s not a lot) and more business application would be better. There’s confusion as to what business coaching is as compared to say ski coaching, or basketball coaching, or… All of us have experienced coaches in sports (either one-on-one or vicariously through watching). And there are transcendent sports coaches, but I’m not sure there are any I’d point to and say “do it like Pat Riley” or “just act like Lou Holtz.” I see coaching as facilitating self-discovery and all sports coaches are more about directing and command-and-control. Just an opinion.

Overall, though, the book has some gems and I’d commend it to someone’s reading. The first line under Chapter 1 title, (p. 9), “Coaching focuses on future possibilities, not past mistakes” Wow! Great line. “Responsibility demands choice. Choice implies freedom.” (p. 31) Another good argument (I would have liked to have seen a bit more of the Covey “Take responsibility for the choice,” but still a great line). “I suggested that instead of presenting them with these rules at the outset, they should have a discussion using coaching, out of which the trainees would create their own agreed set of safety rules.” (p. 61) My personal takeaway? This spurred me to create a process procedure that incorporates these sorts of strategies into development of individual department goals hopefully giving our employees more control over the concerns where they have ultimate control. Skipping ahead: “A manager only has two functions: first to get the job done and second to develop people (p. 144). Another great line (these lines under the Chapter titles were wonderful).

If the editing was cleaned up and if the “MIKE/JOE” became business reality and the sports analogies were eliminated, I’d put this on in my absolutely must read selection list; as it stands I think it’s a good book with great potential written by someone who more than knows what he’s talking about, so I still put it in my read list, but with caveats. Thanks for writing it.

Rating: 3 / 5

This book, now in its FOURTH edition, is the grandfather of coaching books and approaches. Much of what has come to be known as professional business coaching came from Timothy Gallway and Whitmore’s sports training techniques. As such, the book provides a simple foundation for coaching based on the context of awareness and responsibility through asking questions and listening. He presents the G R O W model of coaching – Goal, Reality, Option, Will – as a format for coaching sessions.

The book begins with a few foundational beliefs of coaches. Unlike old models of management that work from the “carrot and stick” approach, a coach believes in the potential of the client. Whitmore believes that people are only able to change only that which they are aware. Responsibility must stay with the client if they are to perform. Questions raise awareness and yet maintain the client’s responsibility. If the coach tells the coachee something, awareness may increase slightly, but responsibility in now in the hands of the coach, the source of the information. Questions cause the client to pay attention to their actions, think at higher levels, and provide feedback for the coach to work from.

The G R O W model provides a sequence of questioning and for the coaching session. A coach starts with the client’s goal. Either an end goal, like “retire at age 45,” or a performance goal, such as “write a new training manual by December.” After further clarifying the goal the coach can move on to the current reality of the situation. Asking such questions as: What have you done on the manual up to now? What are the needs that you think a manual might help? What has kept you from finishing the manual these past two years? Options are then generated from the client as to how they can achieve their goal. Finally, What will you do? Whitmore builds several checks and balances into this last step to ensure performance.

The final sections of the book are new territory in this 4th edition. Coaching used to be about performance – doing, achievement. In the past few years coaching has moved to underlying motivations of personal fulfillment: the “why” underneath the desire to achieve performance goals. Whitmore includes new chapters on coaching for purpose, getting to life’s meaning.

Of the dozen books on coaching that I own, this one has consistently been the book I refer back to as I try to explain to someone what is coaching: Believe in the potential of people; raise awareness and maintain responsibility through questions and listening; and follow the GROW model. All are the essence of good coaching.
Rating: 5 / 5