Behnam Bakhshandeh

Coaching is a necessary skill for managers. It is important as a fundamental part of an organization's talent efforts—including talent acquisition, development and retention strategies. For a coaching program to succeed in an organization, it should be recognized as a useful approach throughout the organization and become part of the fabric of the corporate culture. Performance Coaching for Managers provides an important tool for organizations to use to train their managers on coaching. This book differs significantly from other books in the coaching market. Many books on coaching cast coaches as facilitators who question their clients (the coachees), helping them to articulate their own problems, formulate their own solutions, develop their own action plans to solve problems, and measure the success of efforts to implement those plans. That is called a nondirective approach. But this book adopts a directive approach by casting the coach as a manager who diagnoses the problems with worker job performance and offers specific advice on how to solve those problems. While there is nothing wrong with a nondirective approach, it does not always work well in job performance reviews in which the manager must inform the worker about gaps between what is needed (the desired) and what is performed (the actual). The significant difference between what is currently available in the market and what is offered in this book is the authors' collective experience of over 70 combined years of hands-on research and delivery experiences in the Human Resources Development field. According to the Harvard Business Review (2015), workers generally expect their immediate supervisors to give them honest feedback on how well they do their jobs—and specific advice on what to do if they are not performing in alignment with organizational expectations. When workers do not receive advice—but instead are questioned about their own views—they regard their managers as either incompetent or disingenuous. Effective managers should be able to offer direction to their employees. After all, managers are responsible for ensuring that their organizational units deliver the results needed by the organization. If they fail to do that, the organization does not achieve its strategic goals. This book gives managers direction in how to offer directive coaching to their workers.

Coaching is a necessary skill for managers. It is important as a fundamental part of an organization's talent efforts—including talent acquisition, development and retention strategies. For a coaching program to succeed in an organization, it should be recognized as a useful approach throughout the organization and become part of the fabric of the corporate culture. Performance Coaching for Managers provides an important tool for organizations to use to train their managers on coaching. This book differs significantly from other books in the coaching market. Many books on coaching cast coaches as facilitators who question their clients (the coachees), helping them to articulate their own problems, formulate their own solutions, develop their own action plans to solve problems, and measure the success of efforts to implement those plans. That is called a nondirective approach. But this book adopts a directive approach by casting the coach as a manager who diagnoses the problems with worker job performance and offers specific advice on how to solve those problems. While there is nothing wrong with a nondirective approach, it does not always work well in job performance reviews in which the manager must inform the worker about gaps between what is needed (the desired) and what is performed (the actual). The significant difference between what is currently available in the market and what is offered in this book is the authors' collective experience of over 70 combined years of hands-on research and delivery experiences in the Human Resources Development field. According to the Harvard Business Review (2015), workers generally expect their immediate supervisors to give them honest feedback on how well they do their jobs—and specific advice on what to do if they are not performing in alignment with organizational expectations. When workers do not receive advice—but instead are questioned about their own views—they regard their managers as either incompetent or disingenuous. Effective managers should be able to offer direction to their employees. After all, managers are responsible for ensuring that their organizational units deliver the results needed by the organization. If they fail to do that, the organization does not achieve its strategic goals. This book gives managers direction in how to offer directive coaching to their workers.

Upset arises in many different situations and scenarios among people in many different relationships. Regardless of personal or professional lives, level of education, religion, nationality, race or sexual orientation. Upset is just part of being human and it is part of our day-to-day lives, whether we like it or not. The subject matter is so engaging, because it is so real in our day-to-day lives; taking apart the "upset" to take a closer, intimate and authentic look into own our part in creating upset, and ultimately, gaining freedom to be with our humanity. It frees us to be with ourselves intimately, including our upsets; as well as others' upsets about us, or themselves. Upsets are so interesting; they are such a unique human experience and, like any other aspects of our humanity, they are diverse. It's impossible to live a life without upset, but it is possible to develop a mastery around knowing how, and why, we get upset. We can learn to be alert to what causes us upset, and how we can overcome uncomfortable and distressing situations. When we gain understanding around our emotions, expectations, and experiences we are very close to gaining the level of mastery required to discern what is real and what we, and others, have merely fabricated. To have access to this mastery, and the freedom it provides, we must understand the machinery of our emotions and observe the role of expectations in our decision making. We need to access the "Anatomy of Upset".

In the "Conspiracy for Greatness ... Mastery of Love Within " we examine different areas of our lives, areas that we have impacted with our conspiracies for smallness, and our gatherings of evidence and arguments of our limitations. We look at some of the most important aspects of our lives, and we will become "present" to the impact of our decisions and choices in our lives. We also learn to take responsibility of how can we turn this life around, and design our own future by inventing a vision for our life worth living and worth working to achieve. As individuals, we have deeply ingrained images and beliefs about whom and what others are and we are, and how the world works. These beliefs highly influence our daily perceptions and decisions, how we think and how we behave. We only begin to take responsibility for the behaviors that run our lives as we gain clarity about our beliefs and they affect our lives. We can then more easily dissolve any limiting barriers and allow the essential qualities, such as being responsible for our actions and accountable for our decisions in regard to our lives and the lives of those around us that produce fulfillment, self-expression and success. What is this amazing phenomenon that some people have created mastery around, and for many others it is still a mystery? They had vision Those who succeed in their visions clearly saw a future and started planned for it. They designed their actions to correlate to the future they saw. This mystery is the topic of Conspiracy for Greatness ... Mastery of Love Within Because what we are not aware of, but what controls us is the absolute opposite of mastery, which really is a conspiracy for smallness, for weakness and a conspiracy to oppose limits on our own and others limitations and abilities.