The Coaching Habit: Say Less, Ask More, and Change the Way You Lead Forever
In Michael Bungay Stanier's The Coaching Habit, coaching becomes a regular, informal part of your day so managers and their teams can work less hard and have more impact.
Drawing on years of experience training more than 10,000 busy managers from around the globe in practical, everyday coaching skills, Bungay Stanier reveals how to unlock your peoples' potential. He unpacks seven essential coaching questions to demonstrate how--by saying less and asking more--you can develop coaching methods that produce great results.
Get to the heart of any interpersonal or external challenge with The Focus Question and The Foundation Question
Finally ensure others find your coaching as beneficial as you do with The Learning Question
A fresh innovative take on the traditional how-to manual, the book combines insider information with research based in neuroscience and behavioural economics, together with interactive training tools to turn practical advice into practiced habits. Witty and conversational, The Coaching Habit takes your work--and your workplace--from good to great.
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Community Reviews
Very Interesting Information! It encourages readers to be more self-aware and aware of others! I feel like it would complement the book “First, Break All the Rules: What the World's Greatest Managers Do Differently” by Marcus Buckingham!
-1 star, honestly I think this book was interesting, and I plan to use a few of the concepts and theories in the book… but I didn’t feel like it was compelling or life changing! It’s good for what it’s written for, but it didn’t change my life… if that makes any sense.
I feel like this book was written for me ❤️ can't wait to try some of these questions at work and see how things change
A lit review, but a useful and entertaining one one.
The first three portions of the author's framework are worth the price of admission, alone: to start with what is on your partner's mind, to ask what else, and then to ask them where to focus.
If the book can convince managers (including myself) to speak a bit less about topics they do not understand and listen a bit more, it will have done us all a useful service.
The first three portions of the author's framework are worth the price of admission, alone: to start with what is on your partner's mind, to ask what else, and then to ask them where to focus.
If the book can convince managers (including myself) to speak a bit less about topics they do not understand and listen a bit more, it will have done us all a useful service.
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