Truth, Trust, and the Bottom Line - 7 Steps to Trust Based Management

TRUTH,

TRUST,

AND THE

BOTTOM LINE

7 Steps to Trust-Based Management -

By Diane Tracy, et al; Hardcover

Available also as an executive summary from Soundview. Click Here

From the Critics
From Publisher's Weekly - Publishers Weekly
In today's topsy-turvy economy, it's more important than ever that employers retain good workers. Tracy (a motivational coach) and Morin (former chairman and CEO of the search firm Drake, Beam, Morin) offer a seven-point program for "coaching" employees rather than simply managing them. Their approach involves regularly giving feedback, creating a vision and a plan, breaking through employee resistance, helping define specific performance objectives and providing the tools necessary to meet them. In turn, an employee must be committed to this process and ready to provide open and honest feedback to his or her manager. While these recommendations are quite broad, the authors offer sound explanations and practical blueprints to help managers implement them. Tracy and Morin are at their best when providing clear examples, especially hypothetical dialogues between managers and employees. The principles work, according to the authors, because managers who act as coaches can communicate honestly and authentically motivate their workers. Those open to new responsibilities and a more egalitarian style of management will find this book most useful, with the caveat that not every company fosters this type of management.

From Booknews
Basing their management style on the importance of openness and trust between people, Tracy and Morin (they are authors and professionals in management) present a seven-step plan for their "Coach Approach" to management. The steps encourage the manager to seek the truth, give consistent feedback, create a plan, break through resistance, and so forth, with examples of managers who have succeeded with these tools, personal anecdotes of their own coaching experience, and sidebars on how to apply these processes to all personal relationships.

Table of Contents

	Acknowledgments	xiii
	Foreword	xv
	Introduction	xvii
1.	The "Coach Approach" to Management	1
	Redefining Management	3
	The Shift from Manager to Coach	4
	Management Paradoxes	6
	Coaching Conditions	6
	Common Misconceptions about Coaching	7
	Truth or Consequences	10
	The Question of Time	12
	When Coaching Is Called for	13
	How to Know if Coaching Is the Solution	15
	The 7 Steps to Trust-Based Management	16
	What's Your Coaching Quotient?	16
2.	The Relationship between Manager and Employee	21
	More Powerful than You Think	22
	Built-in Barriers	23
	Characteristics of a Healthy Relationship	24
	Getting Yourself Out of the Way	27
	Defining Responsibilities	28
	Honoring Boundaries	29
	More than Your Words	32
	Relationship Traps	33
	How to Start a Coaching Relationship	34
	What You Need to Know	36
3.	Step 1: Seek the Truth	39
	Why the Truth Is Hard to Come by	40
	Establishing the Basis for Observation	41
	Getting to Know Your People	42
	Too Quick to Judge	44
	Sources of Information	47
	Observing with the Eye of an Eagle	47
	Characteristics of Good Observers	48
	The Perceptions of Others	49
	Information through Assessment Tools	54
	Putting the Pieces Together	57
	Checklist for Information Gathering	57
4.	Step 2: Give Feedback	61
	Frequency of Feedback	62
	Preparing for a Feedback Session	64
	Setting the Stage	67
	Tell Them What You See, Think, and Feel	68
	Keeping Them Engaged	75
	Be Direct and to the Point	76
	Don't Sweat the Small Stuff	78
	When to Wrap It Up	79
	Anatomy of a Feedback Session	80
	Feedback Self-Evaluation Checklist	81
5.	Step 3: Create a Vision and Plan	87
	The Antidote for Fear	88
	Gaining Commitment	89
	Primary Issues	90
	Preparing to Plan	93
	Steps to Creating the Plan	94
	Looking toward the Future	96
	Evaluating the Present/Determining the Gaps	98
	Setting Goals	105
	Developing the Plan	106
	Revising the Plan	108
	Developmental Plan Checklist	109
6.	Step 4: Break through Resistance	113
	Self-Esteem Is the Issue	115
	Compassionate Coaching	117
	Signs of Resistance	118
	Techniques for Reducing Resistance	120
	Sticking with It	125
	Dealing with Emotions--Theirs and Yours	126
	Body Language Basics	128
	Knowing When to Quit	130
	Dealing with Resistance Checklist	131
7.	Step 5: Observe and Mirror	135
	The Power of Attention	136
	The Basis of Your Observation	138
	What to Look for	139
	Feedback from Others	141
	Considering the Context	141
	Finding Time	142
	Updating the Plan	143
	Ongoing Observation and Mirroring Checklist	143
8.	Step 6: Teach and Guide	147
	Motivating People to Learn	147
	How to Know if Learning Has Occurred	149
	Developing Skills	150
	Watching for the Coachable Moments	152
	Sticking with It	155
	Breaking Old Habits	156
	Managing Failure	157
	Checklist for Teaching and Guiding	158
9.	Step 7: Recognize, Celebrate, and Reinforce	161
	Sincerity Is Key	162
	Don't Praise and Hit	162
	Celebrate the Moment	163
	Watch What You Praise	163
	Make It Personal	164
	Don't Make Promises You Can't Keep	165
	Balancing Recognition	166
	Getting Comfortable Giving Praise	166
	Recognition Checklist	166
10.	Coaching Challenging Personalities	169
	The Passive-Aggressive Person	170
	The Angry, Belligerent Person	172
	The Social Gossip	175
	The Overly Sensitive, Conscientious Person	177
	Checklist for Coaching Challenging Personalities	180
11.	External Coaching for Managers	183
	The Higher People Go, the Less Coaching They Seem to Get	183
	What Is Executive Coaching?	184
	When to Use an External Coach	185
	Who Needs an Executive Coach?	185
	New Leader Coaching	187
	Participants in the Coaching Relationship	188
	Confidentiality Is Key	189
	Selecting the Right Coach	189
	Checklist for Hiring the Right Coach	190
12	Coaching High-Performance Teams	193
	Getting People in Right Relationship	194
	How to Create a Team	195
	Responsibilities of the Manager	197
	A Whole New Set of Skills	198
	Application of The 7 Steps to Trust-Based Management Process	199
	Team Coaching Checklist	202
	Conclusion	205
	Further Reading	207
	Index	211

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last updated: 08/13/06