In the Spirit of Coaching

Sheila Haji

Chapter Chapter 5 in On Becoming a Leadership Coach, 2008, pp 37-42 from Palgrave Macmillan

Abstract: Abstract It started out like a typical “Meet and Greet.” A group of mid-level corporate managers and external coaches mingled and chatted in hopes of finding the perfect chemistry to launch a six-month leadership development partnership. I was one of twenty prospective coaches working to ease the tension in the room. Some of the managers shook hands easily and fell naturally into conversations with the coaches while others hung back with a mixture of detachment and skepticism. One of the wallflowers was a middle-aged man with a melancholy expression and intense eyes. We made eye contact and to my surprise he approached me with an outstretched hand and a shy smile. His name was Jeffrey* and he told me in a quiet voice that he had noticed a “centered-ness” about me that intrigued him. Jeffrey then began to ply me with questions about my coaching philosophy, style, and approach. As I spoke, he listened intently, seeming to take mental note of every word. When I asked Jeffrey to tell me about himself he spoke as if he was surprised and relieved to give voice to his innermost thoughts.

Date: 2008
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-61431-4_5

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DOI: 10.1057/9780230614314_5

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