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Section 2: The Approach of a Coach

Daniel A. Feldman HRD Press, Inc. PDF

Section 2: The Approach of a Coach

➥ Case Example

Frank Able, Media Manager for a public relations firm, sat down to think about how to coach his new Communications Specialist,

Judy Smith. It had been a long day and he was tired, but Judy had been there three weeks and Frank wanted to prepare his plan of action for how to coach Judy. He wrote up a summary of what he knew about Judy thus far and identified some specific developmental goals for her. Frank thought Judy had great potential, but she seemed to have some difficulty when dealing with clients.

A co-worker had mentioned to Frank that Judy seemed tense and strained in a client meeting. So Frank sat in on several of Judy’s meetings involving clients. He did observe that Judy was overly tense and nervous in dealing with clients.

His first step was getting Judy to acknowledge the problem. He decided to ask her perspective about how the meetings went. He planned to then mention specific comments she made to the client and ask what she was thinking at the time and how she thought she was perceived by the client. This would lead into ways she could improve her client contact skills.

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B. Telecommuting Resource Guide

Dinnocenzo, Debra Berrett-Koehler Publishers PDF

237

Telecommuting Resource Guide

For road warriors: efax.com www.efax.com

Mobile Computing

Mobile Insights

www.mobilecomputing.com

www.mobileinsights.com/mobileletter.html

Road Warrior International

www.warrior.com

For telecommuting job seekers:

Telecommuting Jobs

The Mining Co.

www.tjobs.com

www.telecommuting.about.com/msub3.htm

Office Supplies/Services

Kinko’s

www.kinkos.com

Mailboxes Etc.

800.2KINKOS

www.mbe.com

800.789.4MBE

Office Depot

www.officedepot.com

Pitney Bowes

www.pitneybowes.com/soho

Office Equipment Outlet

OfficeMax

Staples

888.GO-DEPOT

www.oeo.com

www.officemax.com

www.staples.com

800.5Pitney

800.553.2112

800.283.7674

800.3STAPLE

Express/Shipping Services

Airborne Express

Federal Express

www.airborne.com www.fedex.com

U.S. Postal Service

800.AIRBORNE

800.GoFedEx

www.usps.gov

DHL Worldwide Express

United Parcel Service

www.dhl.com

www.ups.com

800.CALL-DHL

800.PICK-UPS

Information Services

Federal government statistics

Information Please

www.infoplease.com

Virtual Reference Desk

Roget’s Thesaurus

Hoover’s

www.fedstats.gov

www.refdesk.com

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Parting Thoughts

Jamie S. Walters Berrett-Koehler Publishers ePub

Among the many pearls of wisdom that he shared, Mohandas Gandhi reminded us that “the path is the goal.” The same is true for the big-vision small business, where the journey offers the opportunity to pursue and practice high ideals, do something worthwhile, and become a perpetual learner who has created an organization of learners. The road, which falls somewhere between small business and fast-growth or large corporate organizations, can seem a lonely, self-punishing one at times. This, despite our genuine beliefs that it is the journey that matters and that a socially conscious vision or mission is well worth the difficulties that arise along the way.

For this reason, making the choice to pursue qualitative growth as a big-vision small enterprise, instead of following the more traditional fast-growth model, requires a business owner to be confident, self-secure, and committed as well as visionary. Yet we may find comfort in numbers, thanks to a growing movement underway—one with several tributaries—that lends support and encouragement to those of us who are opting to develop human-scale, spiritually or socially conscious enterprises whose motives and priorities are something different than the “grow big at any human cost” norm.

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Chapter 10: The Brains Behind Appreciative Intelligence

Thatchenkery, Tojo Berrett-Koehler Publishers ePub

If the human brain were so simple that we could understand it, we would be so simple we couldn’t.

—Emerson M. Pugh 1

Appreciative Intelligence is a mental ability that affects how the world is perceived and, in turn, deliberately thought about and acted upon. Although it’s difficult to demonstrate fully how our minds work and to determine whether a mental process is conscious or unconscious, whether it is innate or developed, or whether it is a characteristic, a mindset, an attitude, or a trait, researchers in the past decade have made strides in the areas of brain functioning and psychology. New diagnostic imaging techniques provide fresh insights about the links among the brain, attitudes, emotions, intelligence, and behaviors. To explain the existence of Appreciative Intelligence and show evidence for specific parts of the brain as responsible for the mental processes that constitute its components, we turn to other researchers’ brain studies, or research in the social cognitive neuroscience field. To help readers make sense of the studies we cite and to provide a context for talking about specific brain areas and functions, we begin with some basic information about the human brain.

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♦ CHAPTER FIVE ♦ … And What They Did About It How the framers of the American system restrained corporate power (1787-1850)

Nace, Ted Berrett-Koehler Publishers ePub

I hope we shall crush in its birth the aristocracy of our monied corporations which dare already to challenge our government to a trial of strength, and bid defiance to the laws of our country. —Thomas Jefferson, 1816

WHEN I FIRST READ this quote by Thomas Jefferson about crushing “the aristocracy of our monied corporations” in the cradle, I assumed that he was engaging in a mere flight of rhetoric, not literally proposing that corporations be eliminated. Indeed, by 1816 getting rid of the corporation was no longer a viable political option, but it is worth noting that a man of Jefferson’s political longevity could actually recall a time when such institutional infanticide would in fact have been quite possible. Immediately following the revolutionary war, the corporate presence in America had fallen virtually to nil. At the time of the Constitutional Convention in 1787, only six business corporations other than banks existed in the United States: one for organizing a fishery in New York, one for conducting trade in Pennsylvania, one for conducting trade in Connecticut, one for operating a wharf in Connecticut, one for providing fire insurance in Pennsylvania, and one for operating a pier in Boston.

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