1. “Formal coaching” starts with clear contracting about specific expectations (for example, coaching goals and roles), entered into with mutual consent and for valid consideration. Sometimes, however, even formal coaching occurs on the fly, as when a coach shadows the executive to directly observe the client in work settings (for example, plant inspections or staff meetings). Typically, the goals for this coaching are to observe the client in action and/or to hear what others say about him. In our experience, such coaching interventions can be very valuable. Often, this additional knowledge from direct observation, when brought back into the coaching sessions, enriches the executive’s options and opens up certain problem areas to more ...

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