One of the best ways to understand what coaching involves is to read accounts of what happened to people when they went: the problems they came in with, the discussions that were had, and how things changed as a result. What follows are three representative case studies of the coaching process: one individual challenge, one team challenge, and one organizational challenge.

One of the best ways to understand what coaching involves is to read accounts of what happened to people when they went: the problems they came in with, the discussions that were had, and how things changed as a result. What follows are three representative case studies of the coaching process: one individual challenge, one team challenge, and one organizational challenge.

One of the best ways to understand what coaching involves is to read accounts of what happened to people when they went: the problems they came in with, the discussions that were had, and how things changed as a result. What follows are three representative case studies of the coaching process: one individual challenge, one team challenge, and one organizational challenge.

One of the best ways to understand what coaching involves is to read accounts of what happened to people when they went: the problems they came in with, the discussions that were had, and how things changed as a result. What follows are three representative case studies of the coaching process: one individual challenge, one team challenge, and one organizational challenge.

We get our results by having strong bonds with others. The quality of our relationships can either block or enable our success in projects as well as promotions. The ability to develop and build genuine rapport is critical to personal (and group) effectiveness.  

Like a seed, we are equipped with everything we need to succeed. We don't require perfect conditions. In fact, persistence amidst challenge and change is what serves as the catalyst for growth.

Part of what coaching offers us is a chance to improve how we both view and judge ourselves so that we can arrive at a fairer evaluation. This process helps us temper the voices we hear within. It can involve learning—in a conscious, deliberate way—to speak to ourselves in a way the coach spoke to us over many sessions. In the face of challenges, we can ask ourselves, ‘And what would they say now?’