All organizations are political environments. Politics is present in all the major processes, including resource allocation, succession planning and equal opportunities. Yet being political is often regarded as a negative trait, associated with lack of authenticity, unethical behaviour and sociopathy. For employees, managing politics is a core skill. For coaches and mentors, there is the constant dilemma of how to help a client thrive in a political environment while retaining their authenticity. A critical distinction is between being politically aware or astute and being political or "playing politics". This book aims to set out practical ways in which coaches and mentors can both maintain their own integrity and support their clients in doing the same, in politicised environments. It will draw on the experiences of coaches and mentors, leaders and managers in organisations around the world, and coach supervisors.

Coaching is a vital skill for every manager, yet effective coaching can be difficult to implement and the importance of this skill is not always recognised by organisations. The Coaching toolkit is divided into units which take you through the whole process of setting up a coaching programme in your organisation, from winning buy-in to the final review and evaluation of the benefits gained. Packed with activities, tools, handouts and facilitator's notes, Coaching is an ideal resource for HR practitioners and L&D managers, particularly those in smaller organisations. It includes everything need to quickly design and deliver an effective coaching training course and will benefit anyone required to coach as part of their responsibilities About the Series: The HR Toolkits provide complete sets of customizable, printable resources to facilitate in-house training and development workshops and strategy design. Supplied as both ring binders and electronic files, and consisting of modules which can be used individually or combined for more extended programmes, the toolkits include ready-made practical exercises, handouts, discussion questions and more to upskill employees.

People are increasingly disenchanted with performance improvement techniques that fail to deliver. This book offers a new and refreshing way of engaging in authentic feedback that is willingly given and well-received. It demonstrates that focusing on the quality of relationship improves the activity of feedback. The Relational Leadership WAY (c) that is the core of this book was created from a thematic analysis of a doctoral research study. The framework encourages effective relationships and works through perfecting a 'way of being' that is generative and productive in interactions with others; especially in feedback conversations, whether we are the giver or the receiver. The 10 themes integral to the framework are organised into 3 parts that relate to pivotal points in a conversation and that when given focused attention will improve relationships: What needs preparing to establish relationships that stimulate constructive conversations Active engagement in co-creating generative conversations through adopting relational behaviours You both noticing and reacting to what emerges and impacts on sustaining the quality of the relationship. This book will appeal to those seeking an innovative approach to performance management and who welcome a reprieve from the relentless pursuit of a universal feedback tool. It is essential reading for: Business managers and leaders expected to motivate teams to become high performing work units Organisational and independent coaches, mentors and practice supervisors developing trust by building effective relationships that encourage disclosure through engaging and authentic feedback Managers, leaders, HR and OD specialists to use as a business text for performance management programmes Training organisations to use as a core text for delegates.