chapter  10
18 Pages

How Coaches Navigate Turbulent Organizations

Let’s start with an all-too-familiar story. Sarah had done a spectacular job coaching three insurance company executives. In the six months she had been working with them, each had made a shift to a more authentic and powerful leadership style that was more compatible with the culture of their company than their previous styles. Each client was complimentary to Sarah and deeply appreciated her contributions to their development. Sarah debriefed the HR VP on these successes and was looking forward to building on this success to coach more executives with the company. The HR VP said that he would call when an opportunity arose. The call never came. Sarah was a great coach, but she was not a consultant. Let’s explore what it means to be a coach and a consultant and what Sarah could have done differently to leverage both roles and expand her business opportunities.