Discover How Implementing A Coaching Culture Can Inspire Your People And Transform Your Workplace Today!

WORLD CLASS COACHING CASE STUDIES

BRING OUT THEIR BEST

By Mel Leow & Natalie Ashdown

Leaders today need a workforce that is aligned to company values, deliver excellent customer service and increased work performance. In return, employees want to feel valued, recognised and appreciated for their effort.

Coaching in the workplace is fast being adopted by leaders in the region as a preferred method of supporting, encouraging, assisting, managing and bringing out the best in people.

This book, demonstrates that inspiring a Coaching Culture in your workplace can bring about this alignment.

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Are You Ready For The Coaching Revolution?

A Step-by-step Guide To Coaching In The Workplace With
Inspirational Stories From The Asia Pacific Region.

Coaching is a powerful technique of listening and questioning that enables a person to gain awareness and identify where they want to be, where they are now, what options they have to move forward and what they will actually do to move forward.

Discover how to bring out the best in people and create organisations where innovation, creativity and each person’s opinion count.

Learn how to transform your workplace today!

What is a Coaching Culture?

Workplace Coaching Culture = Transformation

Coaching Empowers &
Impacts Lives

Coaching Ignites Rapport & opens-up Conversations

Coaching Increases Accountability & Performance

Who should read the book?

Whether you are in Human Resources, a Business Unit Leader, Department Head, CEO, General Manager, Team Leader or Business Owner – whatever your sphere of influence, this book is for you!

You will learn how to introduce coaching culture and how you,
as a leader, can make a lasting difference over time to yourself, your team and your workplace.

What You Will learn?

  • The Coaching Relationship

  • Workplace Coaching Framework

  • Dynamic Coaching Models and Tools

  • The 7-Step Coaching Process

  • The Coaching Culture Map

  • How-To Introduce a Coaching Culture in the Workplace

  • Powerful Case Studies

  • Chapter 1 – Introduction

  • Chapter 2 – Understanding coaching in the workplace

  • Chapter 3 – Understanding coaching culture

  • Chapter 4 – Building your coaching tool kit

  • Chapter 5 – The coaching process

  • Chapter 6 – How to introduce a coaching culture

  • Chapter 7 – Starting with the leaders

  • Chapter 8 – Cascading down into the organisation

  • Chapter 9 – Building coaching into the HR processes

  • Chapter 10 – Measuring, monitoring and the feedback loop

  • Chapter 11 – When the Organisation is not ready

  • Chapter 12 – Bringing it all together – best practice

  • Chapter 13 – Hot topics in coaching in the workplace

Case Studies

Features 40 Case Studies From Asia Pacific’s Best Workplace Coaches And Leaders From Companies Including

“Best Practice Coaching Implementation at Nestlé Ocenia”

“An Insight into a ‘Master Plan’ at Maybank”

“The Leader and his responsibility for coaching culture”

“A unique insight from within one of the world’s best organisations”

“Lessons from Coaching
at Petronas”

“Using the change
model in coaching”

Get a copy and find out how you too can “Bring Out Their Best”

The Authors – Mel Leow & Natalie Ashdown

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A coaching culture encourages people at all levels to engage in open and honest conversations – focused on bringing out the best in themselves and others .

Bring Out Their Best provides a practical framework for introducing coaching into your workplace and offers, for the first time, best practice case studies on the implementation of coaching culture from the Asia Pacific Region.

The book features more than 40 case studies and stories from Asia Pacifi c’s best coaches and companies including GE (Oil & Gas), Nestlé Oceania, Mondelez International, Petronas, Maybank, Technip, Sunsuper, Super Cheap Auto Group, the City of Casey, Centrelink and The Reach Foundation.

This is a must-read book for human resources professionals, senior managers, team leaders and business owners wishing to maximise the potential of their people and it is the most up-to-date and relevant workplace resource for coaching in the Asia Pacific Region.

Foreword by

Sir John Whitmore

Author of Coaching for Performance

I’ve had the pleasure of spending time with Natalie and Mel on different occasions. And one occasion in particular was a gathering of leaders from organisations who had one important thing in common – they were all driving change and transforming their organisations by introducing a culture of coaching into their organisations. It was early in the morning yet the buzz in the room and the vibrancy was noticeable as soon as I walked in. When I think back to my early work with McKinsey some 25 years ago when we first used the GROW model, and I looked at the room of people, I couldn’t help but reflect on how far coaching had come, not only in the Asia Pacific region, but around the world.

“Coaching is unlocking a person’s potential to maximise his or her own performance. It is helping them to learn rather than teaching them.

Sir John Whitmore

Testimonials

Susan

Braund

“Give people the opportunity to evolve to be the best version of themselves – by focusing on where they are now and where they want to be.”

Heather-

Jane

Gray

“Organisations need coaching cultures in boom or recession economies. it’s important to ensure that an organisation’s culture is resilient and sustainable over time – especially when change will always be constant.”

Lindsay

Tighe

“Being mindful of the mindset shift and re-educating them about the manager’s role to embrace coaching, are critical to the success of any coaching initiatives”

Foo

See

Luan

“The highest reward from your coaching is not what you get from it, but what you become by it. It isn’t what you know that finally counts – it is who you are being.”

Akhil

Shahani

“As long as you are sure that what you are doing is of value to the world and it is also important to you, there is no chance of failure. Just keeping on moving ahead.”

Sunhendra

Cheng

“Coaching was built into our Continuous Excellence Program. The message was simple: If you want to be successful in this program, you have to be using coaching tools.”

Prof.

Sattar

Bawani

“A coaching culture all starts with the leader’s willingness to engage in the coaching relationship and to undertake self reflection, to develop themselves and others.”

Simon

Lee

“The job of the leader as a coach is to ignite the creative genius in your people, turn it into positive power, and to use that power to create enthusiasm in the workplace that makes a real difference to the organisation.”

Leisa

Bowness

“Coaching techniques will change your life and the lives of those you engage, whether it be in a personal or professional environment.”

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Frequently Asked Questions

The International Coach Federation (ICF) defines coaching as partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential, which is particularly important in today’s uncertain and complex environment. Coaches honor the client as the expert in his or her life and work and believe every client is creative, resourceful and whole.

Standing on this foundation, the coach’s responsibility is to:

  • Discover, clarify, and align with what the client wants to achieve
  • Encourage client self-discovery
  • Elicit client-generated solutions and strategies
  • Hold the client responsible and accountable

This process helps clients dramatically improve their outlook on work and life, while improving their leadership skills and unlocking their potential.

In a nutshell it is where “Coaching Characteristics” meet “the Culture at Work” (the way we do things around here), to foster a culture that is open, positive, empowering and one that the people themselves are motivated and proud to call it their workplace.

It is a culture where people are using coaching skills (on a daily basis), to engage with each other and build relationships, and to achieve a high level of performance through the alignment of values, vision and commitment.

It is prevalent where all members of the culture fearlessly engage in candid, respectful coaching conversations, unrestricted by reporting relationships, about how they can improve their working relationships and individual and collective work performance. All have learned to value and effectively use feedback as a powerful learning tool to produce personal and professional development, high-trust working relationships, continually improving job performance, and ever-increasing customer satisfaction.

Coaching has grown significantly for many reasons, among them:

  • Rapid changes are taking place in the external business environment.
  • Downsizing, restructuring, mergers and other organizational changes have radically altered the “traditional employment contract.” Companies can no longer achieve results using traditional management approaches.
  • Companies must develop inclusive, collaborative work environments to achieve strategic business goals and to maintain high levels of customer satisfaction.
  • With the growing shortage of talented employees in certain industries, companies must commit to investing in individuals’ development.
  • People are wrestling with job insecurity and increased workplace pressures to perform at higher levels than ever before.
  • Individuals who have experienced the excellent results of coaching are sharing about the power of coaching at their workplaces.
  • People today are more open to the idea of being in charge of their own lives. Coaching helps them do just that.

In short, coaching helps individuals and companies focus on what matters most in life and business, and so the industry continues to grow.

An individual or team (Coachee) might choose to work with a Coach for many reasons, including but not limited to the following:

  • Something urgent, compelling or exciting is at stake (a challenge, stretch goal or opportunity)
  • A gap exists in knowledge, skills, confidence or resources
  • A desire to accelerate results
  • A lack of clarity with choices to be made
  • Success has started to become problematic
  • Work and life are out of balance, creating unwanted consequences
  • Core strengths need to be identified, along with how best to leverage them

To be successful, Coaching asks certain things, all of which begin with the “intention”. Additionally, clients should:

  • Focus on one’s self, the tough questions, the hard truths and one’s success.
  • Observe the behaviors and communications of others.
  • Listen to one’s intuition, assumptions, judgments, and to the way one sounds when one speaks
  • Challenge existing attitudes, beliefs and behaviors and develop new ones that serve one’s goals in a superior way
  • Leverage personal strengths and overcome limitations to develop a winning style
  • Take decisive actions, however uncomfortable and in spite of personal insecurities, to reach for the extraordinary
  • Show compassion for one’s self while learning new behaviors and experiencing setbacks, and to show that compassion for others as they do the same
  • Commit to not take one’s self so seriously, using humor to lighten and brighten any situation
  • Maintain composure in the face of disappointment and unmet expectations, avoiding emotional reactivity
  • • Have the courage to reach for more than before while engaging in continual self examination without fear

Perhaps you would like to consider working closely with a Coaching organization (like APIC) to help you and your organization effectively rollout a Dynamic Workplace Coaching Culture. Many great companies have begun their journey successfully and are not reaping the benefits of a Coaching Culture at Work.

Additionally, you and other leaders could consider becoming a ‘Certified Coach’ (Internally) by taking up an ICF Accredited Coach Training Program (ICF-ACTP) – like the one we offer here in Asia, the Workplace and Business Coaching Certification. For more information, please contact us today at certification@apicoaching.com.