Publisher's Synopsis
In the modern world, businesses began focusing on competence in the work place after a 1973 study published by David McClelland, a Harvard professor in the Department of Psychology. McClelland believed that personality and IQ tests were poor indicators for how successful employees would be in the workplace.
Instead, how motivated employees were to succeed determined how well they performed. Motivation, knowledge, skills and experience determined how competent they were and therefore, how successful they became. High performers were the most competent in the workplace and were to be emulated by the other employees. Within decades, competency-based metrics became the industry standard for interviewing and hiring employees.
The successful coach is the professional who is able to guide clients into work-life balance to become the high performing, competent employess they can be. This book shows you, the coach, how to guide them on that journey.
