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Some executives use coaching to learn specific skills, others to
improve performance on the job or to prepare for career moves in
business or professional life. Still others see coaching as a way
to support broader purposes such as an agenda for major
organizational change. To an outsider, these coaching situations
may look similar. All are based on an ongoing, confidential,
one-on-one relationship between coach and executive. Yet each
coaching situation is different, and these distinctions are
important to recognize--if only to foster informed choice by
everyone involved. This report explores key distinguishing factors
among coaching situations, and defines four distinctly different
coaching roles. Case examples explore how these roles apply to
common coaching issues facing executives and their organizations
today.
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R398
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