Description
Book SynopsisLiz Hall is an award-winning journalist and coach. Awards include the Periodical Training Association's Journalist of the Year award and the Association for Coaching's Award for Impacting (Leadership/External Focus) Service to the Wider Community for 2010-11. She is the editor and co-owner of
Coaching at Work magazine, has written and worked for publications including T
he Guardian; The Financial Times; The Observer; The Daily Mail, People Management; Personnel Today; Training magazine; Employers' Law; Spirituality & Health and
Mandala magazine. She is the author of Mindful Coaching, also published by Kogan Page.
Trade Review"Liz Hall expertly intertwines relevant theory, the latest thinking of leading academics and real-world practice to provide coaches with an essential guide for working with people facing challenging transitions. Compelling, timely and inspiring!" * Dr Christian van Nieuwerburgh, Associate Professor in Coaching, Centre for Coaching and Behavioural Change, Henley Business School *
"The generosity in the material that is shared, the power in the stories, the vulnerability and honesty in the case studies makes this book an exciting and compelling read that brings you face to face with your own learning edge of working with crisis. This book stretches the assumptions of what it is to coach." * Dr Alison Whybrow, Chartered Psychologist and Coach *
"The idea of this book was initially a little daunting, as I wasn't sure how coping with crisis was something I wanted to be drawn towards. Rather than uncomfortable reading, it's inspiring. To connect with so many real and relatable stories of people's triumph in almost impossible experiences caused me to wonder - what would I do in this situation? Liz's research and references are comprehensive and it's a read I think most coaches would get something from.
" * Julie Starr, Director, Starr Consulting and author of The Coaching Manual *
"Neil and Alister provide both an inspirational and thought provoking piece of writing as well as a range of methods and tools." * Peter Hawkins, Emeritus Chairman of Bath Consultancy Group and Professor of Leadership at Henley Business School (about the legacy thinking chapter) *
"[the] writing resonates with the biggest challenges facing businesses now. The key question I am asking myself after reading the chapter [on legacy thinking] is... [W]ould shareholders be better served by adopting legacy thinking and looking to the long term?" * Andrew Jones, Finance director for an international fund management company *
Table of Contents
- Chapter - 1: Definitions;
- Chapter - 2: Shared territory;
- Chapter - 3: Models and frameworks for exploring change and transition;
- Chapter - 4: No mud, no lotus? Crisis as a catalyst for transformation;
- Chapter - 5: Coaching for Compassionate Resilience through Creativity: The Case for a ‘Turn to Autoethnography’;
- Chapter - 6: Insights from Neuroscience;
- Chapter - 7: Executive Coaching in Times of Organisational Change: a Vital Support and Developmental Mechanism;
- Chapter - 8: Leaders in Crisis: Attending to the shadow side;
- Chapter - 9: The Role of Coaching in Supporting Organisations to Address Mental Health Issues;
- Chapter - 10: Nourishing the lotus flower: turning towards and transforming difficulties with Mindful Compassionate Coaching;
- Chapter - 11: Self coaching;
- Chapter - 12: Legacy Thinking: An Approach for a Better Now, and a Better Future;
