Creating a Coaching Culture

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the first place to look to find the elements of coaching identified and clearly defined

Revised – 2009

published by

Published by Saville Consulting Service

Creating a Coaching Culture

CCC Book Cover

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Create a coaching culture in your company:

Use this book to help:

Cultivate superior coaching skills

Improve individual and company performance

Realize more of human potential of people

Leverage all of your training, learning and development activities

Think of the impact if we all took our coaching roles seriously and became proficient:

How much more human potential could we help realize?

What would be the positive impact on individuals – the people with whom we work?

What would be the benefit to our companies?

What would be the collective impact on our economy?

How would we feel about our personal contributions?

Powerful models that demonstrate the purpose, application, and process of coaching are provided. Individual coaches, and companies seeking to create a coaching culture, can use these models to build coaching skills and to provide coaching for performance improvement.

Chapter 1 • the need for, and characteristics of, a coaching culture

Chapter 2 • the essential roles, dimensions, and elements of coaching

Chapter 3 • the nature of performance and coaching applied to performance improvement

Chapter 4 • performance coaching and a solid coaching process model

Chapter 5 • special emphasis on building commitment
Chapter 6 • the role of competencies in the coaching process
Chapter 7 • the attributes and behaviors of a good coach

The purpose of this book is to encourage the extensive use of coaching as a means of improving individual and organizational performance and to accomplish individual and company goals and objectives. In this book the following basic concepts are covered to provide a foundation for building a coaching culture:

Vocabulary: Common understanding and progress toward accomplishing mutual goals are difficult until there is a set of terms and definitions that everyone knows and uses. This book identifies and defines the elements of, and relationships within, coaching – thus creating a vocabulary of coaching.

Relationships: The fundamental relationships among those involved in coaching activities are described and illustrated (see especially chapter two).

Models: A number models that explain the purpose, application, and process of coaching are provided. Individual coaches and companies seeking to create a coaching culture can use these models in cultivating and providing coaching to achieve performance improvement.

Objectives: The objectives to be achieved through coaching are clarified and various situations in which coaching is valuable are identified and discussed.

Behavior: A few guidelines for the behavior of coaches and others involved in the coaching process are provided (see especially chapter seven)

The first chapter deals with the need for, and the characteristics of, a coaching culture. Beginning with the second chapter the essential roles and dimensions of coaching are defined and explained. Examples are provided throughout the discussion. Chapter two contains most of the definitions and terms that are used throughout the balance of the book.
Since the focus of coaching is performance, chapter three treats the nature of performance and defines the elements of coaching in relationship to performance. Chapter four specifically addresses performance coaching, and provides a solid coaching process model. Special emphasis is given to the element of commitment in chapter five. Chapter six is devoted to providing an understanding of competencies as they relate to coaching. And, the attributes of a good coach are enumerated and described in chapter seven.
The book is designed to be a quick read in that it is relatively short. Hopefully, you will find much contained in the book to add to your understanding and appreciation of coaching. Critical evaluation of the models contained in this book is encouraged – this is the way to integrate the valuable parts of this book into your own knowledge and skills.

A Review: Creating a Coaching Culture, by Allen Saville, is built on the premise that the purpose of coaching is improving individual and organizational performance. The performance-based models in book are excellent and provide a great road map for people involved in the coaching process. Dr. Saville lists and explains the effectiveness and efficiency factors in performance and uses these as a basis for his coaching models – and it works.
The book advocates building an organizational culture in which coaching is widely and well practiced, and provides good arguments for the advantages of doing so in terms of goal accomplishment and economic performance. Individual coaches will like the models and lists included in the book. Leaders and those involved in human resources and learning and development activities will appreciate the links between individual and organizational performance.
This is a book you can grow with. You will get a lot from the first read, but the models are complete enough that you will continue to learn from periodic review. All in all this is a text that everyone involved in coaching should own, read, and review from time to time.

Comments from readers:

  • "brilliant synthesis of a complex subject"
  • "well conceived and executed"
  • "really advances the subject"
  • "very classy and nicely done"