Gillian Jones is Managing Director of Emerge, an international development consultancy that specializes in leadership, organizational development and executive coaching. She is a motivational speaker, a Master Executive Coach and a champion for women's development, delivering RISE, the popular empowering women's programme, both in Europe and the Middle East. She is the co-author of 50 Top Tools for Coaching and How to Create a Coaching Culture both published by Kogan Page.

Chapter - 00: Introduction; Section - ONE: Setting up the coaching relationship; Chapter - 01: The coaching process Chapter - 02: Coaching assessment form; Chapter - 03: Coaching brief and contracting form; Chapter - 04: Coaching self-assessment questionnaire; Chapter - 05: Checklist for establishing contract rules; Chapter - 06: Action plan; Chapter - 07: Coaching evaluation; Section - TWO: Foundation tools; Chapter - 08: Listening model; Chapter - 09: Questioning skills and techniques; Chapter - 10: Feedback techniques and examples; Chapter - 11: The ORACLE model; Chapter - 12: Coffee-break coaching; Chapter - 13: Self-coaching; Section - THREE: Goal setting; Chapter - 14: Creating powerful intentions; Chapter - 15: Goal setting; Chapter - 16: Breaking down previous goals; Chapter - 17: Spatial action planning; Chapter - 18: Goal visualization; Chapter - 19: Goal visualization script; Section - FOUR: Problem resolution; Chapter - 20: Logical levels; Chapter - 21: Positive problem solving (reframing); Chapter - 22: Problem mapping; Section - FIVE: Values and beliefs; Chapter - 23: Internal conflict negotiation; Chapter - 24: Helping individuals reduce stress; Chapter - 25: Changing negative thought patterns; Chapter - 26: Determining values; Chapter - 27: Prioritizing values; Chapter - 28: Belief assessment; Section - SIX: Confidence strategies; Chapter - 29: Reprogramming negative language; Chapter - 30: Personal centre of excellence; Section - SEVEN: Working effectively with others; Chapter - 31: Behavioural conflict resolution; Chapter - 32: Analysing and resolving conflict; Chapter - 33: 360-degree perspective; Section - EIGHT: Personal impact and influence; Chapter - 34: Communication skills audit and skills inventory; Chapter - 35: 360-degree feedback; Section - NINE: Enhancing leadership style; Chapter - 36: Team climate inventory; Chapter - 37: Improving the delegation process Chapter - 38: Planning to delegate; Chapter - 39: Prioritizing: paired comparison; Chapter - 40: Prioritizing: importance-urgency grid; Section - TEN: Planning for the future; Chapter - 41: Life events; Chapter - 42: The discovery model; Chapter - 43: Ideal work designer; Chapter - 44: Managing my career; Section - ELEVEN: Developing women; Chapter - 45: Identifying super powers through strengths-based portraits; Chapter - 46: Reflected strengths portrait exercise; Chapter - 47: Improving confidence by changing beliefs; Chapter - 48: Questions to change limiting beliefs (part 1); Chapter - 49: Questions to change limiting beliefs (part 2); Chapter - 50: Confidence building; Chapter - 51: Emotional intelligence through modelling; Chapter - 52: Managing upwards; Section - TWELVE: Coaching during change; Chapter - 53: Creating a group coaching environment; Chapter - 54: Creating tools for group coaching; Chapter - 55: Lean change canvas; Chapter - 56: Mapping different perspectives; Chapter - 57: Hot seat coaching; Section - THIRTEEN: Ten extra tools from our coaches; Chapter - 58: Goal setting - ensuring goals are aligned; Chapter - 59: Targeting what's important; Chapter - 60: Guiding others through the change journey; Chapter - 61: SLOBA model for building credibility; Chapter - 62: The alignment process; Chapter - 63: Accountability review; Chapter - 64: Breaking the gridlock; Chapter - 65: Building resilience; Chapter - 66: Building and using a supportive network; Chapter - 67: Establishing a real purpose, meaning and value for client progress; Section - FOURTEEN: A manager's guide to coaching; Chapter - 68: Coaching to improve performance; Chapter - 69: Coaching to retain talent; Chapter - 70: Coaching people who are in conflict; Chapter - 71: Coaching upwards; Chapter - 72: Coaching for resistance to change: Dealing with negativity; Section - FIFTEEN: Building a coaching practice; Chapter - 73: Your value proposition; Chapter - 74: Creating coaching packages; Chapter - 75: Pricing your coaching services; Chapter - 76: Managing your business process; Chapter - 77: Systems for delivering your coaching services; Chapter - 78: Coach yourself first: A coach's guide to self-reflection (by Mark Bisson); Chapter - 79: Tools for supervision (by Mark Bisson)