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Coach and couch: the psychology of making better leaders

Author: Kets de Vries, Manfred F. R. (editor) ; Korotov, Konstantin (editor) ; Florent-Treacy, Elizabeth (editor)INSEAD Area: Entrepreneurship and Family Enterprise Series: INSEAD business press series Publisher: Palgrave Macmillan, 2007.Language: EnglishDescription: 364 p. : Ill. ; 24 cm.ISBN: 9780230506381Type of document: INSEAD BookBibliography/Index: Includes bibliographical references and indexContents Note: Includes chapter by Randel S. Carlock "Leadership coaching in family businesses", p. 55-75
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Includes bibliographical references and index

Includes chapter by Randel S. Carlock "Leadership coaching in family businesses", p. 55-75

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Coach and Couch The psychology of making better leaders Contents List of figures and tables List of contributors Preface Acknowledgments Introduction: A psychodynamic approach to leadership development Manfred F. R. Kets de Vries, Konstantin Korotov, and Elizabeth Florent-Treacy xiii xv xxiv xxxv xxxvii PART ONE: CONCEPTUAL FRAMEWORKS 1 'THE CLINICAL PARADIGM: A PRIMER FOR PERSONAL CHANGE Manfred F. R. Kets de Vries and Konstantin Korotov THE INNER THEATER CONFUSION IN TIME AND PLACE: THE T-FACTOR THE PSYCHOLOGICAL PAINKILLERS: DEFENSE MECHANISMS ADDRESSING THE PHENOMENON OF NARCISSISM IN LEADERSHIP DEVELOPMENT KNOW THYSELF 5 6 9 11 13 3 2 GROUP DYNAMICS: WHAT COACHES AND CONSULTANTS NEED TO WATCH OUT FOR 15 Anton Obholzer INTRODUCTION THE INDIVIDUAL AND THE GROUP CONTEXTUAL ISSUES IN GROUP DYNAMICS THE UNCONSCIOUS AT WORK IN BOARD MEETINGS: ROLES EXECUTIVES PLAY TASK AND ANTI-TASK IN THE WORKPLACE ON CREATIVE, SANE AND SOBER LEADERSHIP THE ROLE OF THE COACH 15 17 21 22 24 25 27 vii 3 DEVELOPMENTAL COACHING FROM A SYSTEMS POINT OF VIEW Theo Compernolle WARNING: THE MAP IS NOT THE TERRITORY WHAT IS A SYSTEM? SYSTEMS AT DIFFERENT LEVELS WITH DIFFERENT RULES FROM LINEAR CAUSALITY TO MULTI-CAUSALITY AND HISTORICAL HETEROGENEITY CIRCULAR CAUSALITY, FEEDBACK, ESCALATION AND HOMEOSTASIS GUILT, BLAME AND PATHOLOGY MOVING FROM INDIVIDUALS TO SYSTEMS, VIA DYADS AND TRIADS CONCLUSION 29 29 31 33 37 41 43 45 53 4 LEADERSHIP COACHING IN FAMILY BUSINESSES Randel S. Carlock FAMILY AND BUSINESS PARADIGMS COACHING AND CONSULTING COMPETENCIES IN THE FAMILY BUSINESS CONTEXT ASSESSING AND UNDERSTANDING FAMILY BUSINESS SYSTEMS HELPING FAMILIES EXPLORE THEIR FAMILY SYSTEM CREATING THE FAMILY BUSINESS GENOGRAM ASSESSING YOUR PERFORMANCE AS A FAMILY BUSINESS COACH 5 GOODBYE, 55 55 57 63 66 68 73 SWEET NARCISSUS: USING 360° FEEDBACK FOR SELF-REFLECTION Manfred F. R. Kets de Vries, Elizabeth Florent-Treacy, Pierre Vrignaud and Konstantin Korotov 76 WHY USE FEEDBACK INSTRUMENTS IN A MORE CLINICAL WAY? WHY USE 360° FEEDBACK? A WORD ABOUT THE PSYCHOMETRIC DESIGN OF OUR INSTRUMENTS THE IGLC 360° SURVEY INSTRUMENTS INTERPRETING 360° FEEDBACK SURVEYS OBSTACLES TO IMPLEMENTATION THE IMPORTANCE OF FOLLOWING UP LEADERSHIP COACHING GUIDELINES TAKE THE EXECUTIVE'S PERSPECTIVE FACILITATE REFLECTION CONCLUSION 78 79 80 83 96 97 98 99 100 100 102 PART TWO: COACHING PROGRAM DESIGN 6 EXECUTIVE DEVELOPMENT AND LEADERSHIP COACHING Martine Van den Poel THE NATURAL LINK BETWEEN EXECUTIVE DEVELOPMENT AND LEADERSHIP COACHING OPTIMAL INTEGRATION OF LEADERSHIP COACHING AND EXECUTIVE DEVELOPMENT: KEY INGREDIENTS AND A VARIETY OF PROCESSES THE ETERNAL QUESTION: IS THERE ANY IMPACT AND HOW DO WE MEASURE IT? LEADERSHIP COACHING IS HERE TO STAY APPENDIX ONE A CASE IN POINT: MAP AND SYLA APPENDIX TWO A CASE IN POINT: THE GROUP CONFERENCE CALL WITH A GROUP OF FOUR PARTICIPANTS 100 DAYS AFTER THE MAP APPENDIX THREE SAP GLDP 107 107 111 117 118 119 121 124 7 EXECUTIVE EDUCATION FROM THE PARTICIPANT'S POINT OF VIEW Konstantin Korotov PRE-ENTRY EXPERIENCE SURPRISE-- AND LEARNING TO USE THE SPACE OF THE EXECUTIVE PROGRAM IDENTITY EXPLORATION: EXAMINING PAST AND CURRENT IDENTITIES IDENTITY EXPERIMENTATION STEPPING OUT OF THE EXECUTIVE PROGRAM: CRAFTING NARRATIVES AND INTERNALIZING TRANSITIONAL SPACE 127 130 131 134 137 138 8 TRANSFORMATIONAL EXECUTIVE PROGRAMS: AN OWNER'S MANUAL Manfred F. R. Kets de Vries and Konstantin Korotov EXECUTIVE PROGRAMS AS A TRANSFORMATION OPPORTUNITY UNDERSTANDING EXECUTIVES' DEVELOPMENT NEEDS: THE FRAMEWORK OF THREE TRIANGLES IMPORTANT QUESTIONS FOR DESIGNERS OF TRANSFORMATIONAL PROGRAMS CONCLUDING REMARKS LEARNING TO CHANGE: A PROGRAM EXAMPLE 142 142 143 149 157 158 PART THREE: BECOMING A COACH 9 FROM THE BOARDROOM TO 'THE CLASSROOM: A PERSONAL JOURNEY Jean-Claude Noel CREATING A TRANSITIONAL SPACE DISCOVERY THROUGH SELF-REFLECTION THE FOCAL EVENT "POSSIBLE SELVES" FLYING SOLO NEW BEGINNINGS LESSONS LEARNED 166 168 170 172 173 176 178 165 10 COACHING WITHIN AND WITHOUT Graham Ward SUPERVISION BUILDING TRUST BUILDING AN EXTERNAL COACHING PRACTICE GET BRANDED GET PLANNING GET OUT THERE ... SPEAK PUBLICLY BUILD A WEB PAGE GET ACCREDITATION TAKE IT FURTHER THE EVALUATION MATRIX SOME CRUDE MATH CONCLUSION 181 184 185 189 191 192 193 194 194 195 195 196 197 198 11 COACHING EXECUTIVES ACROSS CULTURES Ann Houston Kelley LAYERS OF CULTURE DEALING WITH COMPLEXITIES EXPERIENCE IS THE BEST TEACHER A DELICATE BALANCE OF ART AND SCIENCE 200 201 203 205 216 PART FOUR: THE PROCESS OF COACHING 12 THE ART OF LISTENING Erik van de Loo INTRODUCTION: LISTENING AND THE CLINICAL APPROACH TO ORGANIZATIONS MENTALIZING EMPATHY AND INTUITION LISTENING WITH THE THIRD EAR 221 223 226 230 221 CONTENTS TRANSFERENCE, COUNTER-TRANSFERENCE, AND ENACTMENTS CONCLUSION 232 236 13 THE DOS AND DON'TS OF COACHING: KEY LESSONS I LEARNED AS AN EXECUTIVE COACH Elisabet Engellau LESSON 1: BE SPECIFIC ABOUT THE TERMS OF THE COACHING CONTRACT LESSON 2: BE UP FRONT ABOUT WHAT IS NON-NEGOTIABLE LESSON 3: USE YOUR INTUITION/COUNTER-TRANSFERENCE REACTIONS LESSON 4: DEAL WITH RESISTANCE UP FRONT LESSON 5: PLAY RESISTANCE JUDO LESSON 6: HAVE A SYSTEMIC POINT OF VIEW LESSON 7: ALWAYS SUPPORT SELF-EFFICACY FINAL REFLECTIONS REFLECTIVE TIME KNOW YOURSELF GET SUPERVISION AFTERWORD 240 246 247 248 248 249 249 250 251 252 253 253 254 14 REFLECTIONS ON TEACHING LEADERS TO COACH: USING THE SELF AS A TOOL IN DEVELOPING OTHERS Roger Lehman and Konstantin Korotov MAKING SENSE OF THE SITUATION USING A PSYCHODYNAMIC APPROACH: A COACH'S STORY INCREASING SELF-UNDERSTANDING THROUGH LEARNING TO LISTEN TO OTHERS 255 259 264 PART FIVE: COACHING IN ORGANIZATIONS 15 COACHING: A CHAIRMAN'S POINT OF VIEW Stanislav Shekshnia INTRODUCTION CHALLENGES OF A NONEXECUTIVE CHAIRMAN DIFFERENT WORLDVIEWS AND MODELS OF SUCCESS A QUESTION OF NARCISSISM CHIEF FACILITATOR ACTION IN THE BOARDROOM-AND OUTSIDE IT A CHAIRMAN'S REFLECTIONS ON COACHING APPENDIX ONE BOARD RULES APPENDIX TWO BOARD'S, DIRECTOR'S, AND CHAIRMAN'S EVALUATION FORMS 275 276 277 278 279 289 292 294 296 275 CONTENTS 16 CRACKING THE CODE OF CHANGE: HOW ONE ORGANIZATION TRANSFORMED ITSELF THROUGH TRANSFORMATION OF ITS PEOPLE Comelie van Wees INTERPOLIS: THE STORY FIRM and SECURE (1994 --1998) THE CUSTOMER COMES FIRST CULTURE THE ROLE AND IMPORTANCE OF LEADERSHIP PERSPECTIVES OF THE CEO FROM CEO TO TEAM LEADER LESSONS FOR OTHER ORGANIZATIONS A PERSONAL JOURNEY: ALICE IN WONDERLAND 302 302 303 304 306 307 308 311 313 314 17 THE CASE FOR NOT INTERPRETING UNCONSCIOUS MENTAL LIFE IN CONSULTING TO ORGANIZATIONS Abraham Zaleznik A NOTE FROM THE EDITORS FIRST, DO NO HARM "WILD" PSYCHOANALYSIS THE ORIGINS OF CONSULTATION TO ORGANIZATIONS EXAMPLES OF ORGANIZATIONAL CONSULTATION 320 320 321 322 323 332 CONCLUSION: TOWARD AUTHENTIZOTIC ORGANIZATIONS Manfred F R. Kets de Vries DREAMING OF COCKAIGNE BEING AUTHENTIC CHALLENGES FOR FACULTY, COACHES, AND CONSULTANTS Index 343 343 345 350 354

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