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Challenging Coaching is a real-world, timely and provocative book which provides a wake-up call to move beyond the limitations of traditional coaching. Based on the authors' extensive experience working at board and management levels, they suggest that for far too long coaching approaches have shied away from adopting a more challenging stance - a stance that can provoke greater performance and unlock deeper potential in business leaders and their teams.
The authors detail their unique FACTS coaching model, which provides a practical and pragmatic approach focusing on Feedback, Accountability, Courageous goals, Tension and Systems thinking. The authors explore FACTS coaching in theory and in practice using case studies, example dialogues and practical exercises so that the reader will be able to successfully challenge others using respectful yet direct techniques.
This is an original and thought-provoking book that dares the reader to go beyond traditional coaching and face the FACTS.
- Sales Rank: #337623 in Books
- Brand: imusti
- Published on: 2012-04-05
- Original language: English
- Number of items: 1
- Dimensions: 9.13" h x .88" w x 6.13" l, .96 pounds
- Binding: Paperback
- 228 pages
Features
- Nicholas Brealey Publishing
Review
I have experience of working with both John and Ian and have found their FACTS method of coaching both energises individuals and ensures alignment with company goals. Any coach who truly wants to add value to the bottom line of their clients should take note of the key messages in this book and not be afraid to challenge the established 'comfortable norms', particularly in these uncertain and increasingly competitive economic times.―Yvonne Spalding - Director, Group Professional Services, SSP Ltd.
This book makes an important contribution to the evolution of coaching as a profession. The authors pose a provocative challenge to the coaching profession to raise their game to better support and challenge individuals and organisations, in service of the wider environment. The book offers new insight for business leaders and coach practitioners alike and is aligned to the most contemporary leadership literature.―Sue Mortlock - Head of Board Development, NHS Institute for Innovation and Improvement
Right on target. This book is so practical it reads like a Haynes manual for a style of coaching and leadership based on real human values rather than abstract processes. Notions such as courageous goal setting, feedback as the 'loving boot', the 'player coach' and the 'R' word (responsibility!) particularly rang true for me. These are powerful ideas consistent with my own belief that leadership takes place on the pitch not on the side-lines. I loved it.―Andrew Gould, CEO UK, Jones Lang LaSalle
Not just for the coaches. This book is critical reading for any business leader seeking to take an honest and challenging approach to developing their people, as well as anyone seeking to add robustness and realism to their business relationships.―Scott Sundermann - Managing Director, Healix Group
Importantly, this book challenges coaches too by giving them permission to break some of the 'golden rules' of coaching. John and Ian show how the FACTS model can help leaders deploy tough coaching skills with the humility that will be necessary to engage and motivate the modern workforce. This is an excellent contribution to the advancement of executive coaching. I hope that others will wake up to this important challenge through reading and re-reading this timely book.―Sir John Whitmore (from the foreword)
This is a real-world, practical, easy to understand approach to a more challenging style of coaching. A style that is needed to help leaders sit back and think of different solutions and new mind sets in a more uncertain business world. For leaders who are driving for higher performance the FACTS model will allow them to adopt a challenging style but one which, crucially, is respectful rather than threatening in its impact.―Tony McCarthy - Group HR Director, ENRC plc
We believe in 'challenging you to be the best you can be' and this is the first book to endorse that perspective and brilliantly demonstrates how to do it responsibly. Definitely a core text on our coach training programmes.―John Leary-Joyce - CEO Academy of Executive Coaching
This new book makes an important contribution to the coaching literature. Blakey and Day challenge all coaches to look at ourselves and how we work to help our clients - both individuals and their organisations. Whilst this might be an uncomfortable experience for us as a profession it is as important that we do it for ourselves as we do with our clients.―Ian Saunders - Associate Fellow, Said Business School, Oxford University
This is a terrific book that should provoke and challenge coaches to 'up their game' and thus provide more value to individuals and also, vitally, to their organisations. The philosophy, observations, process and tools that John and Ian describe are very consistent with my and my colleagues' approach. Read it and I believe you will improve your coaching.―Graham Alexander - Founder of The Alexander Corporation, originator of the GROW Model, and author of Supercoaching and Tales From the Top
This is a book that is at the same time inspiring and transformational. Inspiring because it reinforces the motivational aspects of coaching and transformational because it progresses the discipline in light of today's business environment. I recommend this book to all coaches who wish to challenge conventional coaching techniques.―Julian Wais - Director of Inverstor Relations, Cobham plc
About the Author
John Blakey (Author)
John Blakey is a coach to board-level leaders around the globe, having worked in the US, UK, Australia, Holland, Sweden, Norway, Belgium, Portugal, Czech Republic, Malaysia, India, France, and Germany in recent years. In his corporate career he was international managing director at Logica plc and later its director of coaching, the first such role in a FTSE250 organization. In the 1990s he was consulting director of Team121 Ltd, one of the fastest-growing private companies in the UK. He has an MSc in Information Systems, an MBA from Aston Business School, and is a PCC credentialed coach with the International Coach Federation. He features regularly as a conference speaker and writer on the topics of executive coaching, organizational change, and business growth. John's work draws upon a broad range of influences including his passion for systems thinking, his Christian faith, his expertise in t'ai chi and his extensive work with Olympic athletes and their coaches.
Ian Day (Author)
Ian Day is a coach, facilitator, and speaker working at board level for large international clients. Ian graduated with a degree in psychology and spent over 20 years in human resource and development roles in a variety of large organizations within the leisure and tourism, healthcare and utilities sectors, including head of talent for an international FTSE100 group, responsible for groupwide talent management, leadership development, executive coaching, and performance management. In this role Ian was coached, which was an inspiring turning point in his life and led him to study for an advanced diploma in coaching and mentoring, a certificate in counselling, and to his current work as a leadership consultant. Ian's interest in psychology has never left him as he applies models and theories in his work with individuals and teams, frequently using psychometric personality profiles to create within clients the awareness and energy to change.
Excerpt. © Reprinted by permission. All rights reserved.
Introduction: Foreword by Sir John Whitmore PhD, author of Coaching for Performance
This book breaks the mold of traditional coaching approaches to challenge coaches and their clients to achieve courageous goals that sustainably transform bottom line performance.
Based on the authors' extensive experience working with international Board level teams, it suggests that for too long coaches have shied away from adopting a more challenging stance in their work - a stance that can provoke greater performance and unlock deeper potential in business leaders and their teams. In particular, the authors offer a new coaching approach, FACTS, to help coaches develop this challenging stance.
The FACTS approach with its emphasis on Feedback, Accountability, Courageous Goals, Tension and Systems Thinking is explored in theory and in practice using case studies, example dialogues and practical exercises. Long held coaching principles such as being non-directive, building rapport and holding to the client's agenda are put under the spotlight with the authors questioning their relevance to a 21st century business environment where the needs of the wider business must take precedence over the 'me me me' of any specific executive.
This is a timely wake up call for anyone who is responsible for the performance of others - be they coach, business leader or leadership development expert. An original and thought-provoking message that dares the reader to face the FACTS, and accept the coaching challenge.
Most helpful customer reviews
8 of 8 people found the following review helpful.
A Seminal Coaching Book
By Chris Holman
As a professional coach, I value the emphasis that the profession places on learning and continual improvement.
"Challenging Coaching" has stimulated my coaching thinking like few other coaching books.
Two things distinguish this book, in my view. The ideas themselves, and how they are expressed. Although there is a smorgasbord of examples to select from, one of the ideas that most resonated with me was the concept of setting "courageous" goals. This is in contrast to the more familiar framework of a S.M.A.R.T goal. SMART goals are a useful construct to begin organizing the goal-setting exercise. Where SMART goals fall short for me is that the process is not very inspiring. Boring, really. Authors Blakey and Day provide a welcome antidote to pedestrian goal-setting ennui.
Another distinguishing characteristic of this book is their use of many powerful visual metaphors. For example, they compare the support/challenge coaching construct in terms of the acorn and oak in a way that is brilliant in its simplicity.
I hope that I don't sound too over-the-top hyperbolic when I say that "Challenging Coaching" will change my career arc as a coach. It is quite easily, among the top 2-3 best coaching books that I have ever read.
1 of 1 people found the following review helpful.
The Unexamined Assumptions of Leadership Coaching
By ItalCali
The book "Challenging Coaching: going beyond traditional coaching to face the FACTS" is a welcome addition to leadership coaching literature.
It starts out by clearly laying out some assumptions at the root of the profession of executive coaching today.
These assumptions, if unexamined, would limit our effectiveness as coaches:
1 - "The core principles of therapy have been used to provide a structure, an ethical basis, and fundamental principles [to the coaching profession]".(Kindle Locations 659-660). However, this introduces a bias in the very foundation of coaching: "The result of this influence is that the skills at the heart of coaching are largely oriented toward counseling skills with a non-directive ethos, majoring on listening skills and the ability to ask powerful questions, and so demonstrating empathy and building a strong rapport between coach and client." (Kindle Locations 655-657). However, often coachees are very high functioning individuals. They do not need support per se. They need a challenge in a supportive environment. As the authors point out, "And when we asked leaders for feedback on how our coaching could be made more impactful, repeatedly they replied: "I love it when you challenge me, so challenge me more!" (Kindle Locations 261-262). So the authors exhort us to "be the missing voice of challenge in the coaching conversation". The traditional approach of coaching carries the risk of collusion and irrelevance, according to the authors. Collusion, when the coach operates in ways which appear to support the clients but actually are ways to avoid difficult conversations that need to happen to help clients make progress. If you are a coach, you know you have been there more than once. Irrelevance, when the focus on individual goals ignores the organizational context.
2 - "what shaped business coaching as it developed was a focus on individual wants, not organizational needs. Many return on investment (ROI) measures from coaching initiatives ... reflected this bias, targeting the retention of high performers, improvement in staff survey engagement scores, and subjective feedback from participants rather than progress in specific, bottom-line measures." (Kindle Locations 296-298). I think this is a very important point. Stakeholders, the organization, the market, the company's strategy - they all need to be taken into account and somehow be present in the coaching conversation. I liked the idea put forth by the authors that coaches can be thought of as the stakeholders' representatives.
Starting from these premises, the authors develop the FACTS framework to help coaches be more "challenging", or rather hit the sweet spot that balances support with challenge. As the authors point out, "The behaviors and skills in FACTS are not used instead of the supportive skills and models of more traditional coaching approaches, but rather to expand on these skills and leverage them to further improve performance and sustain the coaching impact." (Kindle Locations 382-384). In that sense, the FACTS framework is a useful addition to any coaching model. FACTS is an acronym which stands for: Feedback; Accountability; Courageous Goals; Tension; System Thinking. Each of these key skills for coaches are to be played in a four quadrant matrix where the axes are support and challenge. The optimum development for the coachees would happen in the high challenge - high support quadrant.
While the tools itself, e.g. feedback or system thinking, are not exactly new, the way they are used to challenge coachees was definitely interesting and worth the read.
I personally got the most value out of the part regarding "Accountability". I loved the emphasis placed on the contract and the systematic ways in which stakeholders, bosses, organizational constraints & culture are taken into consideration. However, if you are new to system thinking or to coaching, then the other parts of the model are a treasure throve of insights as well.
I use Solution-Focused coaching protocols in my practice, and I personally I think Solution-Focus does an excellent job in balancing challenge and support. By unconditionally accepting the client's worldview but at the same time by holding the client accountable for his or her perceptions and words (see "Interviewing for Solutions", by Peter De Jong and Insoo Kim Berg).
I also think SF practitioners are really good in including stakeholders in their conversations with clients and in their work with organizations. Adopting a "systemic" stance comes naturally to SF practitioners, simply because "relationship questions" are the bread and butter of SF.
Still, I would highly recommend this book to all coaches, at the very least to be aware of the "blind spots" rooted in our profession's foundation and of the ways in which they might limit the effectiveness of our work if not examined and remedied.
0 of 0 people found the following review helpful.
Excellent book that brings a balanced perspective
By Vernon Stinebaker
Many coaching books stick close to the theoretical underpinnings of coaching based upon clinical therapy. This book recognizes the value of this evolved approach, and builds upon it to ask coaches to "speak their truth, and face the FACTS". The FACTS model is designed, unlike therapy, to work with highly functional individuals, entering the ZOUD (zone of uncomfortable discussion) to challenge and support coachees so that they can reach their greatest potential, sometimes beyond even their perceived abilities.
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