Coaching for Performance: The Principles and Practice of Coaching and Leadership FULLY REVISED 5TH ANNIVERSARY EDITION: The Principles and Practice of ... FULLY REVISED 25TH ANNIVERSARY EDITION

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Being a top Performance Coach is about both the quality of the coaching and the way this works in an organizational setting. We will also share The Performance Coach Toolkit which will give you the edge that you need in the highly competitive coaching market. Developed over 40 years, the toolkit is proven to get results in organizations. The Performance Coach Toolkit will teach you how to do: Coaching and mentoring are development approaches based on the use of one-to-one conversations to enhance an individual’s skills, knowledge or work performance.

Sir John founded The Inner Game in Britain in 1979 with a small team of The Inner Game coaches trained by Gallwey. He founded a tennis school, as well as a ski school in the Alps, undeterred by having once spent about five weeks in an artificially induced coma after a 60mph skiing accident. Initially they coached tennis players and skiers but soon realized the value for leaders and managers of organizations. Having developed the techniques from Tim Gallwey’s “The Inner Game” methods of sports coaching, Sir John coined the name “performance coaching” to describe this self-directed learning process, and to differentiate from conventional sports coaching. Regularly here means more than once or twice a year during the performance appraisal. An obvious moment to evaluate performance could be during the follow-up meetings that the manager and employee set once they’ve agreed on the action plan.

The fact that there is this open, ongoing conversation with their boss creates trust, a stronger relationship, and a safe environment. In such atmosphere, people feel they can be open and honest without the fear that this will have a negative impact on their evaluation. On behalf of the European Mentoring and Coaching Council (EMCC) I pay tribute to the extraordinary contribution made by Sir John Whitmore to the world of coaching and to the development of EMCC. As a pioneer and thought leader, Sir John encouraged and motivated the quest for professional practice within the industry.” Lise Lewis, International President, EMCC

On the ski slopes of the Alps, leaders discovered a revolutionary way of learning to ski using The Inner Game and wanted us to help them bring this approach to their work. We pioneered this new approach in business, which we called ‘performance coaching’.” John and I were friends and colleagues since we met in the 1970s. I was immediately impressed by his spirit and commitment to the fact that people, not systems, were the answer. He has always been a visionary and one to question that the status quo was good enough. John became a leader in the field of how coaching can change corporate culture in a way that could have a positive impact in the world. John started with himself and was not after name recognition but real changes in people’s lives. He considered himself the common man taking responsibility as he saw the need.” Tim Gallwey, author of The Inner Game series of books, Founder of The Inner Game Resources

Welcome to the Academy to Innovate HR

As a performance coach, you can help them achieve their dreams of starting out on their own by getting them mentally prepared to take the next step. It's essentially a non-directive form of development focusing on improving performance and developing an individual. Image taken from unsplash.com There are several reasons why people hire a performance coach: a) Next level in their business: Through virtual platforms, it’s easier than ever to find a coach that’s a good match for you! Self-coach

As well as paving the way for business to transform from the inside out, Sir John created Transpersonal Coach Training for experienced coaches wanting to acquire leading-edge coaching principles and techniques to help their clients discover the power and effectiveness of who they are and create deep and meaningful change. He challenged coaches to play a bigger game in the world. “Coaching is bigger than coaching” he used to explain as he urged them to become more aware of broader changes going on in the world at large and the responsibility of coaches to bring these facts into the coaching conversation to shake up traditional business mindsets. Awards

Coaches need excellent interpersonal skills including:

An already very effectively contributing employee would like to further improve their contribution.