PREFACE
THE VERY REAL POWER and importance of coaching as a developmental tool is in danger of becoming comfort food, like chicken, or comfort wine, like Merlot. Being coached has become “comfort development.”
It’s time we stopped that nonsense, and that’s what I’m about for the next 300 or so pages.
When I began my organizational development consulting career, my contemporaries and I were constantly coaching executives and managers as part of our assignments. None of us ever dreamed of suggesting that we needed special credentials or separate projects or unique methodologies. We coached and advised people on how best to deal with the changes and improvements that our projects were creating.
How could we not do that? And virtually every person ...
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