Published by:
Harvard Business Publishing
Length: 2 pages
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Abstract
Everyone is supposed to be a coach rather than a manager these days. But most managers are acting the same way they always did. The reason is clear: not many people have a firm grasp on what coaching means in practice. Those who do know are apt to find it daunting. So coaching becomes one of those ideas that managers talk a lot about, then ignore. But coaching isn''t really that mystical or hard to learn. HMU breaks through ten of the most common misconceptions about coaching and provides readers with the reality behind them. The "If you want to learn more" section lists several guides on coaching.
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Abstract
Everyone is supposed to be a coach rather than a manager these days. But most managers are acting the same way they always did. The reason is clear: not many people have a firm grasp on what coaching means in practice. Those who do know are apt to find it daunting. So coaching becomes one of those ideas that managers talk a lot about, then ignore. But coaching isn''t really that mystical or hard to learn. HMU breaks through ten of the most common misconceptions about coaching and provides readers with the reality behind them. The "If you want to learn more" section lists several guides on coaching.