Foreword
On its surface, James Flaherty’s book looks to be a how-to text for a rapidly emerging set of disciplines and practices called Coaching. Don’t be misled. This book is a lot more than that, although you can read it for no other reason, and it will help you improve your practices as a coach (or as a client, a customer of coaching).
Not long ago, coaching meant training athletes, performers, and students. Recently, the use of the term has been extended into the worlds of management, leadership, entrepreneurship, and performance in other domains of life. I remember my initial reaction to hearing Fernando Flores propose in the early 1980s to bring the skills of basketball coaches to management teams and the boardroom. I was surprised at this ...
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