Acknowledgments.

Preface: A Note from the Authors.

Introduction: Why Coaching Now?

ONE What Coaching Can Bring to Your Role.

What a Coaching Manager Does Differently.

Using the Coaching Approach to Manage Others.

What Coaching Is Not.

How Coaching Differs from Other Ways of Developing Staff.

Opportunities to Coach.

The Approach We'll Be Using.

TWO Foundational Coaching Skills.

Skill 1: Listening.

Skill 2: Inquiring (the Skill of Inquiry).

Skill 3: Giving Feedback.

Skill 4: Sharing.

THREE The Coaching Framework.

The Framework: Short Version.

1. Clarify the Focus: Get to the Point.

2. Identify the Goal: Know Where the Conversation Is Heading.

3. Develop Solutions: Identify What's Needed to Get from A to B.

4. Create Accountability: Call Forth Commitment and Ownership.

Putting It All Together.

FOUR The Coaching Mind-Set.

Believing in Others.

Managing Needs.

Earning Trust and Showing Respect.

Staying Connected.

A Word About Confidentiality.

FIVE Knowing When to Use a Coaching Approach.

Providing Coaching for the Different Stages of Learning.

Coaching When the Manager Sets the Focus.

What to Do When Coaching Is Not Working.

More Opportunities to Coach.

SIX Coaching in the Nonprofit Workplace.

Coaching Up, Down, and Across the Organization.

Coaching and Self-Management.

Coaching in Difficult Situations.

Coaching Top Performers.

SEVEN What's Next: Developing a Coaching Culture in Your Organization.

What Is a Coaching Culture, and Why Bother with It?

Factors to Consider in Creating a Coaching Culture.

Conclusion.

Resource A: Coaching Manager Self-Assessment.

Resource B: Questions, Questions, and More Questions.

Resource C: Practicing Culturally Aware Coaching.

Resource D: Additional Information.

References.

About the Authors.

About CompassPoint Nonprofit Services.

About the Coaching and Philanthropy Project.