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020 _a9781119823803
_qelectronic book
020 _a1119823803
_qelectronic book
020 _a111982379X
_qelectronic book
020 _a9781119823797
_q(electronic bk.)
020 _z9781119823780
_qpaperback
035 _a(OCoLC)1266196606
037 _a9781119823780
_bO'Reilly Media
037 _a1B13A108-75DD-46B0-9C1D-091F95E4813D
_bOverDrive, Inc.
_nhttp://www.overdrive.com
040 _aDLC
_beng
_erda
_cDLC
_dOCLCO
_dOCLCF
_dOCLCO
_dORMDA
_dOCLCO
_dYDX
_dTEFOD
_dDG1
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_dTR-AnTOB
041 0 _aeng
050 0 4 _aHD30.4
_b.C62628 2022
090 _aHD30.4
_b.C62628 2022EBK
245 0 0 _aCoach me! Your personal board of directors :
_bleadership advice from the world's greatest coaches /
_cedited by Brian Underhill, Jonathan Passmore, Marshall Goldsmith
264 1 _aHoboken, NJ :
_bJohn Wiley & Sons, Inc.,
_c2022.
264 4 _c©2022
300 _a1 online resource :
_bcolor illustrations
336 _atext
_btxt
_2rdacontent
337 _acomputer
_bc
_2rdamedia
338 _aonline resource
_bcr
_2rdacarrier
504 _aBIBINDX
520 _a"You may have heard of this field of "executive coaching" by now. Perhaps only 40-ish years old as a profession, coaching has experienced meteoric growth over the past two decades. There are a now estimated 70,000 coaches worldwide. Various estimates place the industry at anywhere from $2 billion up to $15 billion per year (US dollars). In the 1980s to early 90s, coaching was initially used mostly for those "problem children" leaders who were in trouble as a last-ditch effort to fix them (or to pretend to try) before letting them go. Coaching was often done in secret, with the coach visiting surreptitiously (or meeting at an undisclosed location), with nearly no one knowing about it - even the coaching invoice line item description would be changed to keep prying eyes from noticing. One coach once told us she had a reputation as "the angel of death" - when she showed up, people knew her leader was on his/her final days. Today coaching is often seen as a badge of honor - a sign that a company wants to invest in your growth and development. Coaching for performance problems has actually decreased steadily in use throughout the years. In our (Underhill) 2018 study, 1/3 of coaches reported coaching for performance problems, which decreased to only a quarter in 2020. A 2007 Harvard Business Review study found that just 12% of assignments were used to address derailing executives"--
_cProvided by publisher
650 0 _aExecutive coaching.
_0http://id.loc.gov/authorities/subjects/sh2003007685
650 0 _aExecutives
_xTraining of
_0http://id.loc.gov/authorities/subjects/sh85046310
_932179
650 0 _aMentoring in business
_0http://id.loc.gov/authorities/subjects/sh85083731
_9115521
650 0 _aLeadership
_xStudy and teaching
_0http://id.loc.gov/authorities/subjects/sh2008106871
_983054
655 0 _aElectronic books
_92032
700 1 _aUnderhill, Brian O.,
_d1969-
_0http://id.loc.gov/authorities/names/n2007049298
_eeditor
700 1 _aPassmore, Jonathan,
_0http://id.loc.gov/authorities/names/n2006020222
_eeditor
700 1 _aGoldsmith, Marshall,
_0http://id.loc.gov/authorities/names/n95090407
_eeditor
856 4 0 _3Wiley Online Library
_zConnect to resource
_uhttps://onlinelibrary.wiley.com/doi/book/10.1002/9781119823803
942 _2lcc
_cEBK