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Coaching for Improved Work Performance  by Ferdinand F. Fournies, softcover, 240 pages, 2000, $14.95



Coaching has proven to be one of the most powerful one-on-one management techniques for getting the best out of every employee. And Coaching for Improved Work Performance stands as one of the most practical guides for effectively coaching all levels of employees in any workplace situation.

For decades, managers around the world have turned to bestselling author Ferdinand Fournies for solutions to their toughest coaching problems. Now, this classic has been fully updated to help managers face the challenges of today's rapidly changing workplace -- from absenteeism, high turnover, and teams to flextime, telecommuting, and keeping employees up to speed on new technologies.  With brand new case studies and all new face-to-face interventions, this guide is the one must-have coaching reference all managers need on their desks to help them keep their employees more productive and more focused -- as well as more satisfied and happier at work.

Table of Contents

  1. Why Managers Fail as Coaches

    • Confusion About What Management Is

    • What Do Managers Get Paid For?

    • Who Needs Whom?

  2. So What Does All This Mean?

    • Doing What Comes Naturally Is Self-Destructive

    • Self-Development as a Destructive Management Concept

  3. Motivation---The Theories You Can and Can't Use

    • Hierarchy of Needs

    • Theory X versus Theory Y

    • Satisfaction and Dissatisfaction

    • People Are Different---But Does It Matter in Business?

  4. An Alternative to Psychotherapy

    • People Don't Do Dumb Things on Purpose

    • Attitude---A Barrier to Effective Management

  5. A Theory You Can Put to Practical Use

    • Why People Do What They Do

    • The Downside of Using Punishment

    • Applying Behavior Management in Business

    • The Three Sources of Reward and Punishment on the Job

    • Believing the Right Things for Success

  6. Avoiding the Communication Problem

    • Understanding Thought Transmission

    • Communicating Without Failure

  7. A Practical Approach to Managing People in Business

    • Why Employees Don't Do What They Are Supposed to Do

    • Beyond Motivation

  8. The Magic of Feedback

    • The Three Types of Feedback

  9. Coaching Analysis

    • Identify the Unsatisfactory Performance

    • Is It Worth Your Time?

    • Does Employee Know Performance Is Unsatisfactory?

    • Does Employee Know What Is Supposed to Be Done?

    • Does Employee Know How to Do It?

    • Does Employee Know Why It Should Be Done?

    • Are There Obstacles Beyond Employee's Control?

    • Does Employee Think Your Way Will Not Work?

    • Does Employee Think His or Her Way Is Better?

    • Does Employee Think Something Else Is More Important?

    • Are There Positive Consequences to Employee for Performing Appropriately?

    • Does Negative Consequence Follow Performance?

    • Does Employee Anticipate Future Negative Consequences?

    • Does Positive Consequence Follow Nonperformance?

    • Is Employee Performing Inappropriately Without Receiving Negative Consequence?

    • Are Personal Problems Interfering with Performance?

    • Could Employee Do It If He or She Chose to Do It?

  10. Coaching: The Face-to-Face Discussion

    • Getting Agreement a Problem Exists

    • Mutually Discuss Alternative Solutions

    • Mutually Agree on Action to Be Taken to Solve the Problem

    • Follow Up to Insure That Agreed-Upon Action Has Been Taken

    • Reinforce Any Achievement

    • Contingency Recognition

  11. But What If It Doesn't Work?

  12. Coaching Cases

  13. The Requirements for You to Be Successful in Eliminating Employees' Unsatisfactory Performance

    • You Must Accurately Identify What Behavior Change You Need

    • The Employee's Behavior Must Affect the Results

    • There Must Be Maximum Involvement of the Employee in the Face-to-Face Discussion

    • There Must Be Maximum Communication as Specific Feedback to Employee About Behavior

    • You Must Identify for Your Employee the Need for the Change

    • Employees Must Understand That They Are Responsible for Their Own Behavior

    • Employees Must Perceive That Your Coaching Is in Their Interest

    • You Must Be Committed to the Same Things You Want Employees to Do

    • You Must Acknowledge and Praise Employee Achievements

    • What You Can Do to Guarantee Failure in Changing Your Employees' Behavior

  14. Answers for Critical Questions and Problems

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