Executive Coaching

Orientation: Coaching is sometimes used in organisations to assist and support people when they are promoted into senior leadership positions. These coaching interventions are not optimally designed.Research purpose: The objective of this research was to investigate how a transition coaching intervention should be designed to cater specifically for people promoted into senior leadership positions.Motivation for the study: Leaders face daunting challenges when promoted into a senior position. Coaching could offer powerful support, but very little research exists on how to design a transition coaching intervention specifically aimed at supporting recently promoted senior leaders.Research design, approach and method: A constructivist, grounded theory approach using purposeful, theoretical sampling was used to identify 16 participants (recently promoted senior leaders, coaches, Human Resource [HR] partners and a line manager) from various organisations with whom open-ended interviews we...

ABSTRACT Lean Six Sigma Executive Overview (Case Study) Templates are a guide to Lean Six Sigma Green Belt, Lean Six Sigma Black Belt, and Lean Six Sigma Master Black Belt Projects. Lean Six Sigma Practitioners use the DMAIC (Define, Measure, Analyze, Improve, and Control) Phases. The Lean Six Sigma Executive Overview (Case Study) include the most common tools used in the DMAIC Phases. There are Backup Slides that include the tools and templates of Optional or less often tools. There are guidelines in the notes section. These templates are used to document Lean Six Sigma Projects as they are executed. I wish you well on your projects. Steven Bonacorsi, Lean Six Sigma Master Black Belt.

This short paper,  shows how executive coaching draws on psychotherapy, and offers insights into using psychodynamic and systems theory in coaching practice. 
To cite this paper:  Western, S. (2006) Look Who’s Talking, Coaching at Work. London: People Management, Vol. 1:2 pp. 31-34.

Required from elligible coachees prior to the 1st. meeting and discussion of the goals and objectives for the coaching program.

Should allow 5 days after completed material arrives, as to analyze the information and draw the basic recommendations to be discussed with the coachee at meeting #1.

This chapter provides an overview of how coaching can be used within the higher education sector. It considers a variety of methods and approaches to coaching and discusses the potential impact it might have on education at this level. It explores the ideas of providing not only university staff members (executives, administrators and educators) but also university students in order to optimise individual and organisational performance.

Purpose
– This paper aims to offer a theoretical foundation for a testable framework of executive coaching effectiveness and to share key findings from the research study in executive coaching effectiveness based on the theoretical framework.
Design/methodology/approach
– This article draws on the results from a quasi-experimental field study of four firms whose primary professional services focused on executive coaching.
Findings
– Practical implications and learning lessons for the three constituents: the coachee, the coach and the organization.
Originality/value
– The research can assist individuals and organizations in making informed decisions about designing, implementing and measuring executive coaching programs, thus building the profession of coaching.

Leadership is everywhere: it has a dominant and privileged place in our society; it is constantly in our news, politics, businesses, films, books and magazines. Leadership is part of our social narrative, predominantly as a mythological force of goodness and success.
A key aim of this book is to deconstruct leadership, to challenge over-simplified accounts of leadership that may be desirable and offer us the comfort of ‘messiahs’ who can save us, but that actually distort leadership in unhelpful ways. Another aim is to reconstruct leadership, to offer new accounts of leadership for new times.
The  book identifies four dominant leadership discourses that have developed through socio-political and economic forces. The first 3 are Controller Leadership , Therapist Leadership, Messiah Leadership  reveal how leadership has developed in relation to changing contexts the past century. The final emergent discourse outlined is Eco-Leadership, and this chapter points to the need for new leadership for new times.

Psychological and Religious Dimensions of Personal Transformation:
Psychodynamic approaches to the Ignatian Exercises
by Martin J. Egan

Ignatius of Loyola has been recognised by modern psychologists as the innovator of Christian developmental psychology. The depth of psychological penetration displayed by Ignatius in his Spiritual Exercises is examined from a psychodynamic perspective. An overview of the series of meditations and practises of the first two weeks of the Ignatian four week retreat, including vignettes from individual experiences, is presented. I propose the Spiritual Exercises are a form of ‘transformative practise’ based on Christian theology. The religious and psychological transformations that can occur through engaging with the Spiritual Exercises are explored.
The thesis draws on the psychological literature addressing the Spiritual Exercises, together with extensive unpublished lectures, given by Jung between June 1939 and March 1940 in Zurich. I argue that Ignatius’ guidelines for the ‘discernment of spirits’ are the key to the psychological dimension of the Exercises. Ignatius’ instructions for the retreat guide/director and the individual’s testing of their inner experience are also shown to be critical. A psychodynamic interpretation of the processes that often occur in individuals during the Ignatian retreat is presented using texts which primarily offer a post-Freudian perspective. Particular attention is given to Jung’s interest in the Exercises, which opens the possibilities of elucidating a Jungian perspective. I also suggest a Kleinian interpretation as an additional approach. The central role of the imagination in the Exercises is highlighted.
I focus on the first and second weeks because I want to draw out how individuals’ experiences in this period of the exercises can be paralleled to stages of psychological development. After the first two weeks, psychological language proves inadequate to interpret the spiritual process Ignatius envisaged. These first two phases prove amenable to psychodynamic interpretations that help illuminate both the Exercises and our understanding of individual spiritual development.

This paper reviews different options for helping people faced with a difficult decision. This can be a particularly challenging context, where the standard solution focused (SF) approach of leaping into the future may not be instantly effective. Ten options for using SF methods to work with decision and dilemma situations are identified. Readers will not be short of possibilities when working with clients facing tough choices.

Make Rain is a business book that helps salespeople, professionals and entrepreneurs sell more in a shorter space of time. The book looks at the mindset and practice of Rainmakers, the top 20 percent of individuals who seem to bring in the lion's share of the revenue into the firms they work for. Make Rain is split into 180 unique insights into how the Rainmakers do it. Each insight is designed to challenge and encourage the reader to change their thought patterns and habits in order to be successful in business and in life.

“This book fills a gap in the crowded library of books on sales. It is very different from all the other books and in many ways it is also much better. Make Rain is a collection of short one and a half page inspirational messages. Each message can stand alone, so the reader will get value already after the first couple of pages. The value of the book simply accumulates as you turn each page. No other book in my library of books on sales can make such a claim! Make Rain is a great book to have with you everywhere. You can use any break in the day to consume a message or two, but do yourself a favour and think carefully about the messages you read. Each of the messages actually has the potential to change your life – for the better.” Hans Peter Bech, Author of the Amazon #1 bestseller Building Successful Partner Channels.

The GROW model was developed some thirty years ago by the late Sir John Whitmore, with his colleagues. It was publicised through his book ‘Coaching for Performance’ and, since the book has been translated into 19 languages, GROW has become the most prevalent coaching model in the world today. Most of the other models are based on GROW in one form or another.

The cognitive mental functions give humans a particular advantage in terms of creative solution development. Humans are constantly engaging in a process of internal dialogue across a variety of subject areas. Mental distress may be at least partly remedied by verbalizing, understanding, and perhaps modifying the internal dialogue. In persons suffering from chronic dependency as well as anxiety and depression the described technique may be useful.

Nowadays, organizations present an environment leading people to greater competitiveness and individual performance in the workplace. In order to better serve its interests and objectives, business community use different forms of support of their managers, namely the executive coaching, object of our study. This approach is applied as a managers’ performance development strategy (Grant & Greene, 2004; Moën & Federici, 2012; Moën & Skaalvik, 2009).

Since the last 90’s, executive coaching is gaining progressive popularity in Morocco, thanks to the emergence of different coaching programs and institutions.

The aim of the present study is to highlight the main reasons explaining the resort to this strategy, and to bring valuable insights about its success factors and its impacts on managers’ performance.

Is executive coaching in Morocco just an observable trend or a real difference making process? Through semi-structured interviews, conducted with Moroccan coaches, coachees and a HR Manager, we will analysis this research question.

Triple Impact Coaching: Use-of-Self in the Coaching Process (Patwell, Whitfield Seashore 2006) is in its 11th year of publication. In celebration of this milestone, we will hear from the author and 24 multi-generational Canadian leaders about Edie's impact in Canada and their thoughts about what remains relevant, what has changed and what we need to consider in the next phase of Triple Impact Coaching going forward. We will also learn about their favorite Use-of-Self concepts and exercises that are timeless and continue to be relevant and critical in their personal and professional quest for mastering Use-of-Self.

This chapter deals with the concept of values as an essential point of reference for coaching, mentoring and professional developmental dialogues. Values give individuals a fundamental orientation for their work and their life in general. In that sense, values may be seen as a central issue in coaching. To argue for the importance of this focus on values, a brief analysis of our current society and of today’s rapid societal changes will be presented. Value reflections can be seen as a fundamental basis for human meaning making and a general orientation in life, which is especially important in the hypercomplexity of modern life and the challenges it presents for individuals. Values are the entry point to our lived knowledge and practical wisdom. According to Flyvbjerg (2001), instrumental rationality needs to be balanced by value rationality, a balance that ‘is crucial to the sustained happiness of the citizens in any society’ (p. 4). Values are the implicit foundation for action and social-psychological resilience.
This value rationality shall be developed by presenting coaching as an art of lingering (or the process of slowing down to think and reflect). To provide a foundation for this understanding, the chapter will introduce the reader to values-based scholarship. The importance of values and their creative inclusion in the coaching process will be presented in the light of three different approaches to coaching. These will include Existential Coaching; Protreptic Coaching (a philosophically-inspired approach), and Third-Generation Coaching (a narrative-collaborative approach). This chapter has three primary aims. First, to present and discuss the state of knowledge about values as a central aspect of the coaching process. Second, to show that values can be included in coaching regardless of preferred models or techniques. Third, to suggest some possible future research in regard to the issue of working with values in coaching.

This paper deals with the contribution of positive psychology to coaching psychology in the organizational contexts. First, the current situation of coaching in the world of work is outlined. Many are the “savage” applications of so-called “coaching” in the organizations: the chaos that reigns in this field is stigmatized. It is therefore necessary to identify the “psychological” coaching in order to define in a serious way the scientific-professional field. Positive psychology could offer to coaching psychology an interesting perspective, but at the same time, we have to avoid trivializing. Seeing only the “positive” aspects of organizational situations of the people at work - as if there were no hardships, sufferings and serious problems in their organizational life - could drastically reduce the effectiveness of coaching; pros and cons of positive psychology applied to coaching are then outlined.

Научно-практическое пособие для подготовки и повышения квалификации в сфере обучения и развития, корпоративного образования, развития руководящих кадров.

Книга написана на основе исследований, обобщает современный опыт обучения и развития в российских и международных компаниях, включая организации — лидеры своих отраслей.
Автор — известный исследователь и одновременно практик в области обучения и развития в организациях.

This book is designed as an easy-to-read text on basic corporate L&D formats. It  introduces both students current L&D experts, and managers to using training, learning by doing, mentoring, and coaching.
Alphabet-based entries make reading fluent and easy.

Istotą podjęcia tematu podejścia systemowego w coachingu była, z jednej strony, chęć pokazania konkretnych zastosowań oraz zaproszenie do zmia- ny perspektywy w pracy coachingowej, z drugiej zaś wskazanie, że coaching, choć jako dziedzina jeszcze bardzo młody, czerpie z dotychczasowego dorobku nauki, rozwijając ją i budując nową jakość.
Coaching, który tworzy system sam w sobie poprzez spójną strukturę (metody, techniki, narzędzia coachingowe) stale się rozwija, rozszerzając swój system o kolejne metody, adaptując kolejne techniki, tworząc nowe narzędzia. Jednym z wielu obszarów nauki wpływającym na rozwój coachingu jest wła- śnie podejście systemowe. O jego podstawach w coachingu pisze w swoim artykule Barbara Zych. W sposób klarowny i prosty przedstawia zasady sys- temowego myślenia. Autorka koncentruje się na kluczowych dla coachingu elementach – budowie i mechanice systemów. Podejmuje także próbę formu- łowania zasad, jakimi powinien kierować się coach, pracujący w podejściu sys- temowym. Temat złożoności, omawiany przez Barbarę Zych, rozszerza Anna Syrek-Kosowska. Artykuł Anny Syrek-Kosowskiej jest dowodem na to z jak odległych dziedzin czerpie coaching, bowiem o teorii złożoności można dowie- dzieć się więcej, studiując informatykę, fizykę czy biologię. Teoria złożoności, do której odnosi się w swoim artykule Anna Syrek-Kosowska może być in- spiracją nie tylko dla Klientów coachingu, ale przede wszystkim dla coachów. Autorka wskazuje, że „coaching, aby mógł się nadal dynamicznie rozwijać, stając się coraz bardziej efektywnym procesem rozwojowym dla pracowni-
PRIiLlAiIMpPcCIRzZEuUZk-KCYZIO
10 Katarzyna RPailmipicrezzu-kCyzio
ków, jak i organizacji, musi stawić czoła nowej rzeczywistości, ewoluując od tradycyjnych, jednowymiarowych i uproszczonych modeli coachingowych, ku łączeniu wielu perspektyw rozumienia złożonej rzeczywistości, człowieka i biznesu. Podróż ku nowym wyzwaniom może być niezwykle inspirująca, jeśli i my coachowie będziemy się nieustanie rozwijać.”
W artykule profesora Włodzimierza Włodarskiego, jak pisze sam autor, „poruszono kwestie znaczenia przeciwstawnych sobie postaw i umiejętno- ści menedżera, które są mu potrzebne w skutecznym postępowaniu z ludźmi w biznesie. Te cechy opisywane są w kontekście coachingu. Omówiona jest koncepcja wewnętrznej gry sformułowana przez T. Gallweya”. Artykuł nie tyl- ko przedstawia założenia Inner Game, ale także wskazuje, jak osiągnąć piąty poziom przywództwa poprzez coaching. Zaczerpnięty z artykułu profesora cytat, rozpoczynający niniejszy wstęp, wskazuje, jak myśli i pisze profesor: łącząc wielość elementów w spójny obraz, jednocześnie z wielką pokorą i po- czuciem humoru.
Podobno „system można opisać tylko pod warunkiem, że będziemy go trak- tować jako element systemu szerszego”1. I właśnie o kontekście organizacji w coachingu przywództwa jest artykuł Katarzyny Ramirez-Cyzio. Istotą treści jest fakt, że kontekst może mieć znaczenie zarówno przy doborze metod co- achingowych, jak i osiąganiu rezultatów coachingu.
Kolejne dwa artykuły (Team coaching jako metoda przejścia od myślenia silosowe- go do myślenia systemowego w organizacji – Dagmara Miąsek, Krzysztof Bobiński, Leadership coaching w podejściu systemowym – Katarzyna Ramirez-Cyzio) poświę- cone są konkretnym zastosowaniom podejścia systemowego w coachingu. Pierwszy z nich dotyczy pracy z zespołem, drugi coachingu przywództwa. Ar- tykuły są wynikiem doświadczeń coachów i klientów Pracowni Satysfakcji.
Kiedy Ludwig Bertalanffy w Ogólnej teorii systemów pisał, że „pojawienie się teorii systemów stanowiło rewolucję w nauce, ponieważ doprowadziło do za- sadniczej zmiany teoretycznego układu odniesienia i sposobu postrzegania przez badaczy obiektów i procesów będących przedmiotem badań”2 zapewne nie myślał o tym, na jak wiele dziedzin nauki wpłynie ta teoria. Agnieszka Kasprzycka w swoim artykule przedstawia, w jaki sposób ustawienia wg. Ber- ta Hellingera mogą wpłynąć na istniejący system organizacji i dlaczego to jest metoda pracy coachingowej dla odważnych. Wystarczy zacytować autora me- tody, aby przekonać się, że choć różnie postrzegana, zawiera ona w sobie dużą dawkę zdrowego, pragmatycznego rozsądku. A oto tylko dwa z wielu cytatów:
1 Szmit M.,Informatyka w zarządzaniu, Difin, Warszawa 2003, s. 14.
2 Bertalanffy L., Ogólna teoria systemów, PWN, Warszawa 1984, s. 6.
 
PILIPCZUK PILIPCZUK
Myślenie systemowe jako nurt nauki o złożoności 11
„Organizacja powinna mieć taka strukturę, by ludzie nie przeszkadzali sobie nawzajem w wykonywaniu zadań”3 oraz „Chodzi nie o to, ile pieniędzy za- robisz, ale o to, co z nimi zrobisz po zakończeniu pracy”4. Warto przeczytać artykuł, aby poznać zasady pracy w tym podejściu w organizacjach.
Bardzo ważnym elementem systemu coachingu jest sam coach. O tym w jaki sposób zachować zasady BHP w pracy coacha, jak prowadzić proces od kontraktu po zamknięcie procesu, pisze Rafał Nykiel. Doświadczony trener coachingu i coach w sposób praktyczny i uporządkowany przedstawia, jak dbać o siebie, o proces i o klienta. Jak mówi autor: „sam termin bezpieczeń- stwo i higiena pracy mimo, że niewykorzystywany dotychczas w takim kon- tekście, pasuje doskonale do zawodu coacha, o ile definicyjnie dopasujemy te pojęcia do współczesnego rozumienia coachingu. Samo bezpieczeństwo nie jest tu rozumiane jako ochrona zdrowia i życia, natomiast jako zestaw re- guł dających podstawy do skutecznej współpracy i rozwoju. A także, możliwie skuteczną ochronę przed popełnieniem błędów o różnorodnych konsekwen- cjach, zarówno w obszarze relacji, efektywności sesji, jak i prawnych oraz po- datkowych. Natomiast pojęcie higieny odnosi się do jakości i «czystości» relacji w coachingu oraz stanu psychofizycznego samego coacha”. To ważny i po- trzebny tekst, zwracający uwagę na aspekt wpływu coacha na system, w który wchodzi w relacji z klientem.
Ostatni artykuł, to zbiór refleksji o systemowym podejściu. Piotr Pilipczuk pisze w nurcie filozoficznym, skłania do zamyślenia, spojrzenia na systemo- wość z innej niż stricte naukowej perspektywy.

Propone como idea fuerza del libro que es fundamental en las empresas contar con " talento líder " , el que implica, " capacidad de ejercer brillantemente las tareas directivas " , lo que engloba competencias, conocimientos, actitudes y formas de pensar necesarios para tener una influencia positiva en ámbitos que se entrelazan: desarrollo personal, mejora de relaciones, gestión de equipos y gobierno de las instituciones.

Executive coaching is now seen in many organisations, both private and public, as an essential professional development intervention.  While in the recent past, coaches may have been engaged by individual senior managers, it is increasingly the case that they are used throughout the management structure of organisations.  As a result, many organisations have had to engage the services of teams or ‘faculties’ of coaches, either recruited individually, engaged ‘en mass’ from coaching or management consultancy organisations, or developed internally.  This raises a number of questions, not least of which are:
• Should an organisation use internal or external coaches?
• How should these coaches be recruited and selected?
• How should coaches and coachees be match?
• How should the coaching faculty be managed?
This chapter will offer a tentative model for answering these questions, based partly on the author’s personal experience of being recruited into a corporate coaching faculty, partly on recruiting a coaching faculty for a government-sponsored initiative, and, in part, on recent research findings.

"This master thesis deals with “the meeting” and what it means to meet in a coaching­related context. Based on the dialogue philosophy and the protreptic we determine our idea of the meeting purpose, ­definition and prerequisites/conditions. This work results in 10 markers. We analyze four excerpts from two completed interviews. 
We register the occurrence of the markers in the interviews and discusses whether the meeting took place, and also discuss our markers usefulness as benchmarks for the meeting and thus for the successful interview"

This essay takes a psychoanalytic perspective to reflect on Covid-19 as master signifier of contagion.  It explores our relation with nature and control.  Covid19 is an intrusion of a traumatic Real  into our lifeworlds.  The Real enunciates a particular truth to us;  that we live in a precarious, inter-dependent connected world,  undoing the hegemony and fantasy of Capitalism-Science.  The essay concludes by introducing some theory and practice for leaders to address the truth revealed.

Memory reconsolidation is currently the only mechanism known to neuroscience that can edit or erase existing emotional learnings. This paper explores the application of memory reconsolidation in developmental coaching as illustrated in Aletheia Coaching, a next-generation methodology that I originated. This application is illustrated with an annotated transcript of a real coaching conversation which clearly demonstrates the application.

Talent Liberation is a value adding people management philosophy. It is a new form of experiential learning, based on the natural order of things and offering great potential for impact and added value for organisations - be they corporate, public or non-for-profit - and a high return on investment. Instead of trying to fix weaknesses it focuses on capitalising on strengths.

It is a process of recognising, valuing, developing and using the unique talents of all existing employees in the delivery of the organisation’s objectives. This enhances their sense of job-fulfilment, increases the added value they contribute and strengthens the comparative advantage of the organisation as a whole. At the same time it reduces attrition, staff turnover and absenteeism, as well as staff frustration, disgruntlement and that vague but undermining incidence of passive “resistance”.

The Talent Liberation process consists of eight intuitive, logical steps, which also include leadership development, team building and change management. Talent Liberation ties in with Talent Management as a top priority for organisations worldwide, both allowing the organisation to make much more from its existing work force (this against the context of the current worldwide financial crunch and economic crisis), and to become an employer of choice by adopting an enlightened culture of talent.

Se puede definir al coaching ejecutivo como un proceso de desarrollo basado en un contrato formal uno a uno entre el coach y un participante o coachee que generalmente ostenta un nivel gerencial en una organización, con el fin de lograr metas relacionadas al desarrollo y/o desempeño profesional (Valerio & Lee, 2005). Mediante este proceso, el coach emplea habilidades apropiadas de escucha y pregunta para trabajar con el coachee a fin de que este pueda descubrir por sí mismo formas de resolver problemas para los cuales está buscando solución, tales como encajar en una nueva posición, dirección de carrera o cómo manejar el feedback. McAdam (2005) denomina al espacio entre el coach, el coachee y la organización como el Triángulo de las Bermudas del Coaching Ejecutivo: el coach dirige el proceso, el participante es el dueño del proceso y la organización apoya el proceso. La figura del coachee puede representar a un equipo, el mismo que junto con el coach y la organización trabajan en so...

This presentation is taken from Coaching and Mentoring a critical text, (Western S 2012 Sage) it gives a taster of the books content;
1) The historical development of coaching
2) The four discourses that underpin coaching
3) A Meta-theory of coaching

Dada la propia naturaleza humana y la dinámica de relaciones entre personas es habitual que surjan conflictos, ya sea por meras diferencias de estilos o modos de ser o por diferencias de intereses.
Por eso el aprendizaje central es ser diestros en poder manejarlos cuando aparecen más que a no tener conflictos.
Thomas Kilmann proponen cinco estilos para hacer frente a conflictos. Evadir, Ceder, Dominar Transar y comprometer, según sea el énfasis en las propias necesidades o en las de la otra parte.

Artykuł przedstawia propozycję sześciu najważniejszych ontologicznych założeń charakteryzujących coachingowe podejście w pracy z klientem (od dotyczących natury działań człowieka, aż po rozwój rozumiany jako wzrost samoświadomości). Artykuł zawiera też autorski model kultury organizacyjnej złożony z 3 idealnych (duchowych) i 3 materialnych (fizycznych) sfer, które można przełożyć się na coaching dla zarządu – służący osiąganiu spójności odnośnie wizji, misji i wartości organizacyjnych, tak aby skutecznie realizować strategię poprzez osiąganie celów aż do wypracowania odpowiednich wyników.

Słowa-klucze:
Ontologia coachingu, coachingowe podejście, coachingowe założenia, coachingowa kultura organizacyjna, coaching zarządu.

The article is a manager's guide to radical change programmes and explains why change is often so difficult to manage successfully. Based on practical experience and supported by relevant theory, it provides a definition of types of change projects and a conceptual framework for managing change before discussing in some detail the barriers to change. The article pays particular attention to the politics and emotions surrounding change. It also provides a discussion of the various ways of resourcing change projects.

Sind Führungskräfte anders? Dies Frage stellte sich mir als erstes als ich mit Peter Plöger über einen Gastbeitrag in diesem Buch sprach. Ich coache seit 1996 Führungskräfte aus der mittleren und obersten Führungsebene zu den verschiedensten beruflichen Fragestellungen, unter anderem auch im Rahmen von Karrierecoachings zur beruflichen Neuorientierung oder beruflichen Weiterentwicklung. Meiner eigenen Erfahrung nach handelt es sich hier um " ganz normale Menschen " , die im Karrierecoaching ähnliche Lösungen suchen, wie alle anderen, die in den Fallbeispielen in diesem Buch beschrieben werden. Aber natürlich ist dies auch mein Blick auf meine Kunden, mit denen ich vertraut bin, und so bin ich mir nicht sicher, in wie weit die " Normalität " auf meine Wahrnehmung zurück zu führen ist und in wie weit darauf, das Führungskräfte in der Karriereberatung wirklich nicht so anders sind. Um Ihnen einen eigenen Eindruck zu ermöglichen, stelle ich nach einigen allgemeinen Überlegungen im Folgenden hauptsächlich Fallstudien vor. Die Katze beißt sich in den Schwanz Die Lösungen und die Unterstützung, die sich Führungskräfte bei einem Karrierecoaching erwarten, sind denen von " Nicht-Führungskräften " ähnlich. Die Unterschiede scheinen mir, wenn überhaupt, in den Herausforderungen zu liegen, vor denen Führungskräfte stehen. So ist, zum Beispiel, das Netzwerken mit dem Ziel der beruflichen Neuorientierung für eine Führungskraft, die sich noch in ungekündigter Position befindet, schwieriger als für einen Mitarbeiter ohne Führungsverantwortung. Gerade, wenn die Führungskraft eine Aufgabe bekleidet, für die es ein ganz spezifisches Anforderungsprofil gibt, birgt dies einige Schwierigkeiten: Die Mitglieder der Führungsebenen in diesem Bereich kennen sich durch die verschiedensten Gremien, Konferenzen, etc. und die Buschtrommel kann schnell dazu führen, dass ein Wunsch nach Veränderung der Position schneller bekannt wird, als der Führungskraft lieb ist. Zudem ist die Auswahl an geeigneten neuen Positionen für Führungskräfte geringer als für Mitarbeiter ohne Führungsverantwortung. Umso wesentlicher wäre wahrscheinlich das Netzwerken, was wieder durch die oben genannten Umstände erschwert wird. Ich habe schon häufig Führungskraft gecoacht, die schon recht lange dieser Katze zusahen, wie sie sich in den Schwanz beißt. Klare Karriereplanung Große Unternehmen werben schon meist im Vorstellungsgespräch Bewerbern gegenüber mit den Entwicklungsmöglichkeiten, die sich engagierten Mitarbeitern in diesem Unternehmen bieten. Inzwischen gibt es auch in vielen Unternehmen vorgezeichnete Laufbahnen, die entweder in die Richtung der Übernahme von immer größerer Führungsverantwortung oder auf eine Spezialistenlaufbahn zielen. Fachkräften in der Spezialistenlaufbahn wird die Teilnahme an Fortbildungen, Konferenzen zur fachlichen Weiterentwicklung ermöglicht. Im Führungskräftebereich werden eher Coaching und auch Führungskräfteentwicklungsprogramme dazu eingesetzt, diesen

Istotą podjęcia tematu podejścia systemowego w coachingu była, z jednej strony, chęć pokazania konkretnych zastosowań oraz zaproszenie do zmiany perspektywy w pracy coachingowej, z drugiej zaś wskazanie, że coaching, choć jako dziedzina jeszcze bardzo młody, czerpie z dotychczasowego dorobku nauki rozwijając ją i budując nową jakość.
Coaching, który tworzy system sam w sobie poprzez spójną strukturę (metody, techniki, narzędzia coachingowe) stale się rozwija rozszerzając swój system o kolejne metody, adaptując kolejne techniki, tworząc nowe narzędzia. Jednym z wielu obszarów nauki wpływającym na rozwój coachingu jest właśnie podejście systemowe.

The late American Historian, Barbara Tuchman-. II concluded that nothing much has changed. Yet, now, with the fate of the planet potentially hanging in the balance, we need wise leaders. And coaching, if done well, can foster the development of wisdom in leaders who can be better enabled to deal with the paradoxes of our times and take their organisations into the future. New research in the areas of decision making and applied wisdom psychology provides useful frameworks and techniques for coaches wishing to grow their practice and help build wiser leaders.

Complex Situations in Coaching is a collection of 20 typical yet under-discussed issues in coaching, ranging from value conflicts, multiple agendas, power dynamics, emotion management, to the role of money, etc. Organized into 10 chapters, they are positioned into the literature and commented on by world-class coaches, coaching researchers, educators, and program directors. This plurality of voices is designed to foster dialogue, questions, and solutions; this setting, supportive of reflexivity, critical thinking, and diversity awareness, is essential to the development and education of coaches in an increasingly complex world where ready-made solutions prove limited. Thus, beyond a ‘toolkit approach’, this book engages in a thought-provoking and multi-perspective journey in support of the professionalization and continuous education of coaches, instructors, and/or supervisors.

Ethics form the very foundation of professional coaching. In order to become a recognized
profession, not only does coaching need a set of professional standards,
definitions or a credentialing system, but also strong ethical guidelines. Coaches
need to draw upon a number of factors to ensure the highest quality of their services:
their thorough awareness of ethics in coaching, their ethical sensitivity, as
well as their understanding of and commitment to professional ethics

This paper utilises personal experience and psychoanalytic theory to reflect on the two-way dynamic of projections between leaders and followers.  It identifies 5 key areas that stimulate projection, 
1. The Institution and Context
2. ‘Embodied and Cultural Self’
3. Personality
4. Expertise
5. Role Power
This addresses personal, social and role perspectives which are important for leaders to acknowledge, and have an impact on diversity awareness and the unconscious relations of difference

This paper proposes a new approach in management development, “Shadow Dialogue” in the context of executive coaching. The Swiss psychologist Carl Jung long advocated the need for dialogue and interaction with both the personal and collective shadow in order to promote optimal psychological health and the process of self-actualizing. Jung referred to this process as individuation. Several researchers, most notably Hal and Sidra Stone, have leveraged Jung’s work to create unique processes (e.g., “Voice Dialogue,” etc.) for facilitating human development in the context of interaction with the “Shadow.”
Using a variety of self-assessments and developmental worksheets (samples provided in the appendices) this paper offers a new and comprehensive framework for executive coaching that encourages the participant to have a psychologically safe framework for reflection and development in the context of a work or applied setting. The entire Shadow Dialogue Framework including developmental worksheets, will be presented and the implications for both the fields of executive coaching and management development are explore and discussed.