"Taking an in-depth look at crisis and change in the world and discussing their impact on both individuals and organizations, widely respected coach and author Liz Hall explains how to coach during crises and at any time of change (both positive and negative). She provides a practical guide and resource for managers and coaches on how to tackle challenges effectively and how to turn a crisis into an opportunity for transformation. The book covers: --Definitions of crisis from both the individual and organizational perspective --Adapting to change and finding opportunities in crisis --What neuroscience tells us about our reactions to change --Transformative coaching --Change models --Supporting organizations in crisis --How coaching and mentoring can act as preventative measures against crises"-- Provided by publisher.

"Coaching in Times of Crisis and Transformation takes an in-depth look at crisis and change in the world we live in today and discusses its impact on both individuals and organizations. Covering not just coaching in the current crisis but any time of crisis and change, it offers a complete, practical resource for managers and coaches to tackle the challenges effectively. This book can help turn a crisis, whether personal or systemic into an opportunity for transformation. Coaching in Times of Crisis and Transformation covers definitions of crisis from both the individual and organizational perspective, including insights on: adapting to change and finding opportunities in crisis, what neuroscience tells us about our reactions to change, transformative coaching, change models, supporting organizations in crisis and how coaching and mentoring can act as preventative measures against crises"-- Provided by publisher.

Machine generated contents note: Dedication -- Acknowledgements -- Foreword by Tatiana Bachkirova -- About the contributors Introduction 01 Definitions -- Liz Hall -- Crisis -- Transition -- Transformation -- References02 Shared territory -- Liz Hall -- Natural life transitions -- Mid-life crisis -- Typical transitions and crises at work -- References03 Models and frameworks for exploring change and transition -- Liz Hall -- Bridges' Transition Curve -- Prochaska and DiClemente's Transtheoretical Stages of Change -- The Kübler-Ross Change Curve, or the Five Stages of Grief -- Dilts' (Neuro)logical Levels of Change -- References04 No mud, no lotus? Crisis as a catalyst for transformation -- Liz Hall -- Crisis sparks transformation -- Coaches' perspectives -- Crisis and transition in organizations -- Conclusion -- References05 Coaching for compassionate resilience through creativity: the case for a 'turn to autoethnography' -- Margaret Chapman-Clarke -- What is autoethnography and why is it important in coaching? -- The inspiration behind the 'call for an ae turn' in coaching -- Beyond mastery: creative methods in coaching for resilience -- Healing the split: art and science -- Value of creativity in coaching for compassionate resilience: lessons from neuroscience -- Resilient individuals or resilient organizations? -- Compassionate resilience: the 21st-century 'take' on bounce-back-ability -- Conclusion -- References and further reading -- Useful resources06 Insights from neuroscience -- Paul Brown and Helen Leeder Barker -- Individual and professional transitional opportunities -- So what do we know about the brain? -- The coach's brain is where the client's change starts. So start, perhaps, with the coach's brain -- States of mind -- And not forgetting the organization too can be in crisis -- Conclusion -- References07 Executive coaching in times of organizational change: a vital support and developmental mechanism -- Anthony M Grant and Sean A O'Connor -- Overview of the literature on executive coaching and organizational change -- The cognitive and behavioural mechanisms of executive coaching -- So what? Reflections on the outcomes of the case study example -- How can we work with leaders during times of organizational change and turbulence? -- Summary -- References08 Leaders in crisis: attending to the shadow side -- Erik De Haan and Anthony Kasozi -- Supporting leaders in crisis or transition -- The nature of the leadership role (its attending shadow) and tendencies to derailment (overdrive and hubris) -- Descriptive typology to gain greater insight into the behaviours and patterns of leaders -- Coaching -- Regaining balance: you do not have to do it alone -- References09 The role of coaching in supporting organizations to address mental health issues -- Andrew Kinder and Tony Buon -- Workplace mental health -- Delineating coaching from other interventions -- The similarities between coaching, mentoring and counselling -- Workplace conflict -- Workplace change -- Conclusion -- References10 Nourishing the lotus flower: turning towards and transforming difficulties with Mindful Compassionate Coaching -- Liz Hall -- Background, definitions and research -- Delving deeper -- ABC: Awareness, Body wisdom and Compassion -- Turning towards difficulty: using MCC -- Feeling our way through crisis and transformation: the FEEL/FELT model -- Pandora's box: working with difficult emotions -- Other useful models, practices and exercises in MCC -- Conclusion -- References11 Self-coaching -- Rachel Ellison -- Not a replacement -- Definitions -- The impact of self-coaching -- Developing self-coaching -- Future research -- Conclusion12 Legacy Thinking: an approach for a better now, and a better future -- Neil Scotton and Alister Scott -- Exploring Legacy Thinking -- Inspirations and lessons -- Where to begin -- Practicalities -- Is it worth it? -- ReferencesIndex.