Coaching Book Review: The Coach: Creating Partnerships for a Competitive Edge

Written by CMOE Development Team

Continued from page 1

CMOE’s coaching books are aboutrepparttar coaching process along withrepparttar 142210 skills, behaviors, courage, and values leaders need in order to obtain employee commitment and motivation. This coaching book contains a lot of specifics on what to say and how to handle different coaching situations. The authors provide a unique close-up account of a true-to-life manager who discoversrepparttar 142211 obstacles and challenges of helping an employee over a difficult time. This leader ultimately discoversrepparttar 142212 keys to coaching success and averts a career-threatening disaster.

Many books on leadership focus on general theories, while others treatrepparttar 142213 topic of coaching in a shallow oversimplified view. In this coaching book, CMOE provides helpful resources from over twenty five years of research and observations. Further, Steve Stowell PhD. and CMOE have collected data that provides a rich deep understanding of this topic.

If you would like to learn more about the coaching books offered by CMOE please visit their online bookstore.

In Leadership, The Eight Ways Of Right Action. (Part 1)

Written by Brent Filson

Continued from page 1

(3) HONEST. If you trick people into taking action or lie to get them to take action, you'll damage that element on which all motivation is based, trust. Afterward, you may be able to order them to do a job, but you will never motivate them. Be honest with yourself in developing your call-to-action. Marcus Aurelius said, "Never esteem anything as an advantage to you that will make you break your word or lose your self-respect." Be honest with them in challenging them to act. I do not recommend this merely on trustworthy grounds but on eminently practical ones as well. After all, we do not know how good we are as leaders unless we are challengingrepparttar people to be better than they think they are. And they cannot be persuaded to accept that challenge if they think we're deceiving them or that you are deceiving yourself.

(4) MEANINGFUL. Action gives meaning torepparttar 142209 emotion your audience feels. Emotion alone cannot get results. It's action that gets results. Action validates emotion, and vice versa.

Leaders who find little meaning in their jobs orrepparttar 142210 results associated with those jobs, shouldn't be leaders, or they should change jobs and/or results. Most leaders understand this. But few leaders understand that meaning also involvesrepparttar 142211 jobs ofrepparttar 142212 people they are leading andrepparttar 142213 attitudes of those people toward those jobs andrepparttar 142214 resultsrepparttar 142215 jobs aim for.

Your cause should be meaningful torepparttar 142216 people who must carry it out. If it is only your cause and not their cause,repparttar 142217 action they take will get insufficient results. Your cause will be meaningful to them when that actions they take to meetrepparttar 142218 challenges of that cause are solvingrepparttar 142219 problems of THEIR needs. So, before you challenge them to take action, identify their needs andrepparttar 142220 problem solving actions.

2005 © The Filson Leadership Group, Inc. All rights reserved.

The author of 23 books, Brent Filson's recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He has been helping leaders of top companies worldwide get audacious results. Sign up for his free leadership e-zine and get a free white paper: "49 Ways To Turn Action Into Results," at

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